3 ms·

I think in the end, it's hard to separate technical leadership from human leadership. After you do your system design, you need to divy it up amongst the junio

I think in the end, it's hard to separate technical leadership from human leadership. After you do your system design, you need to divy it up amongst the juniors to get it implemented. When deciding who gets what piece you have to consider what motivates them, what their strengths and weaknesses are, etc... But for sure your manager is helpful in figuring these things out. At this level, your manager basically becomes your partner, with the same goal of getting the work done most effectively. Your domain is the technical, their's is the human, but there is ton of overlap in the middle

iosguyryan 4y ago
It's rare a good architect is also a good (and willing) people manager. Organizations and teams profit most when separating those roles, unless you happen upon an individual who does both well. Separating mentorship and design from management has a huge cultural advantage: people who want to make more money don't have to always seek more political power, they can focus on technical skillsets that will make the organization wealthier and more fun to work at.
throw1234651234 4y ago
The architect ALWAYS ends up doing this. The other manager needs to be very active and engaged to actually deliver any value to the team and take some of this work off of the architect.