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So longevity and loyalty account for the CTO getting that role. In other contexts we would appreciate management caring about those things. I get what you mean

So longevity and loyalty account for the CTO getting that role. In other contexts we would appreciate management caring about those things. I get what you mean about title inflation, but in a field where people with a year of experience can call themselves “engineers” that’s a pretty weak charge to level. I once faced a similar situation, loyal early hire promoted to CTO beyond their competence. Lots of dysfunction. A couple of us tried to get senior management to deal with him. We got fired. The world doesn’t work fairly or rationally.

notechthrowaway 2y ago
I fully hear what you are saying about being cautious and the only reason why I brought up title inflation was to emphasize that this person is not cut out for the job. I'm not worried about any blowback (I'm confident that our company would continue running if she were gone and I am in a key person role) and even if I were, I am extremely employable. I just wanted to know if anyone had experience with this dynamic between non-technical leadership and communication on tech issues.
- gregjor 2y ago
  Organizations can usually tolerate a considerable amount of mediocrity and incompetence, even at the upper management levels. Organizations usually don't want to allow insubordination or threats to the hierarchy. You see the same thing with cops protecting their own, even corrupt and dangerous cops. Managers and executives work like that too, because if they allow challenges to their authority and competence from the lower ranks that threatens the whole structure. I don't necessarily like how organizations work in that respect. Maybe you have good reason to challenge the CTO and can accept the risk. I just want to describe the reality of organization dynamics. You can read all kinds of books on management that get into how power structures and hierarchies maintain their authority, putting that before more rational priorities such as competence and job performance.

notechthrowaway 2y ago

I fully hear what you are saying about being cautious and the only reason why I brought up title inflation was to emphasize that this person is not cut out for the job. I'm not worried about any blowback (I'm confident that our company would continue running if she were gone and I am in a key person role) and even if I were, I am extremely employable. I just wanted to know if anyone had experience with this dynamic between non-technical leadership and communication on tech issues.

gregjor 2y ago
Organizations can usually tolerate a considerable amount of mediocrity and incompetence, even at the upper management levels. Organizations usually don't want to allow insubordination or threats to the hierarchy. You see the same thing with cops protecting their own, even corrupt and dangerous cops. Managers and executives work like that too, because if they allow challenges to their authority and competence from the lower ranks that threatens the whole structure. I don't necessarily like how organizations work in that respect. Maybe you have good reason to challenge the CTO and can accept the risk. I just want to describe the reality of organization dynamics. You can read all kinds of books on management that get into how power structures and hierarchies maintain their authority, putting that before more rational priorities such as competence and job performance.