> towards being a mouth piece for leadership and hr - having to relay decisions I didn't believe in (perf seasons, promo rationales, layoffs anybody?) As if the

> towards being a mouth piece for leadership and hr - having to relay decisions I didn't believe in (perf seasons, promo rationales, layoffs anybody?) As if they were on purely my own. The role doesn't change though. It has been like that forever. This is another part of Management (whether you like it or not). Management should be seen as a cohesive "Leadership" unit because if the leaders aren't on the same page, what good are them? The other thing about Management/Leadership is that they should be able to relay the message in the right format and at the right level for their direct reports. C-level typically have OKR/Objective in 3-5 bullet points (the bigger the company, the more bullet points) and it's the VP and Dir jobs to break these individual points to high-level goals for their Organizations. It is the Manager's job to distill it even further to their level + their direct reports. It's one way to keep ICs on the same frequency with leadership and to execute for a common goal. Most ICs don't want to attend meetings, don't want to hear "high-level goals", and more importantly, don't have the skill to consume those high-level goals at their level. They need help from various layers of leaderships. Sure, there are those exceptional ICs that wouldn't mind to be involved at that level and understood the social/human aspect part of the work but let's be frank here: majority of ICs just want to bang keyboard, produce clean code, and marvel at the end results (ignoring everything in between).