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I don't think pushing a good engineer to also take on management work is such a bad idea. I've actually had quite a lot of success with that system. The much w
by theK 4y ago
I don't think pushing a good engineer to also take on management work is such a bad idea. I've actually had quite a lot of success with that system.
The much worse idea is to promote BAD engineers to full time management positions, which seems to be the way most sub par and mediocre companies do it right now.
- WirelessGigabit 4y agoThe problem is when this is the only path to growth. You basically cap out as Senior Engineer.
- theK 4y agoIs that an argument for the former or the latter?
- WirelessGigabit 4y agoI think that the choice should be up to the person. But there almost never is a non-managerial path.
- lupire 4y agoThe meme is that great engineers make bad people managers. They can still be engineering managers, and have a business/HR people run the org and try to make underling engineers productive, while the lead engineer is responsible for certifying whatever gets engineered.
- theK 4y agoI don't think this is black or white. I've found out that brilliant engineers actually can be incredible people managers if you help them develop those soft skills. Sure there is the age old adage that "I am a brilliant engineer just pay me more for my engineering work" but this has two aspects. For one you definitely can do it if your org is big and rich enough. But on the other side, software is a product of people interacting. If your engineering importance rises you still will have to deal with lots if people. So are you really staying purely an engineer then?