3 ms·
The problem I think with IC lies in the "I". You can be an absolute rockstar but no matter how good you are the impact of a single person at the technical level
by Xenoamorphous 3y ago
The problem I think with IC lies in the "I". You can be an absolute rockstar but no matter how good you are the impact of a single person at the technical level in most cases can never reach the impact of a manager with dozens, if not hundreds, of people under them.
And I say this as an IC after a 20 year career.
- _the_inflator 3y agoYes. That's essentially the principle behind scaling. Using more people. As an IC you are always limited, even if you are some sort of genius, sickness etc.
- ryandrake 3y agoThis is just a problem with how we measure a manager's performance. If you measure an IC's performance as "what that IC accomplished" and then measure a manager's performance as "the sum of what every IC under him accomplished" then of course, even a mediocre manager is going to look like he's had more impact than the world's foremost expert IC.
- zeroonetwothree 3y agoWe should measure impact on the margin. The marginal manager adds zero value. Whereas that’s not true for ICs