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I would argue that this is already true in roles where one supervises the work of another person with skill. Great leaders, for example, were once practitioners
by mehulashah 1y ago
I would argue that this is already true in roles where one supervises the work of another person with skill. Great leaders, for example, were once practitioners. Over time their skills may fade, but their judgment makes them effective and able to the scale their impact.
- drewcoo 1y agoIn software, we promote good engineers to management, effectively accelerating the Peter Principle. It doesn't have to be that way. Management skills are not an outgrowth of the skills of the managed, but orthogonal to them. This is similar to the lesson many PhD candidates I've known learn: expertise in their field is not pedagogical expertise. Companies who promoted from within used to provide training for new managers.
- apwell23 1y ago> In software, we promote good engineers to management i've not seen this. Infact its the opposite.
- paulluuk 1y agoYou've seen good managers promoted to engineers? ;) I have seen this happening, usually the engineers with the best technical AND people skills are first made lead developer, and eventually "team lead". After team lead they can climb the corporate ladder with titles like "junior vice president" or "senior director".