(caveat: I don't know him or them personally, but roles like this can be scarce and I applaud folks who are all in on distributed.) jobs.lever.co/close.io/26369…
In brief: reasonable, with asterisks.
Possibly because they are handed out carelessly, performed haphazardly, and tend to exist for all the wrong reasons.
<boss> I have a great idea! Let's have a few engineers report to $(tech lead). Productivity will increase all around!
<TL> well I'd really like some career advancement, and I'll get so much more done with 2-4 people who do whatever I say. Sure, I'll manage.
a) TL insists on the maintaining the level of productivity that made them tech lead to start with, despite managing 2-4 people. Days are back to back interruptions so they do their technical work from 5 pm-2 am.
Happen a lot.
1) what are the expectations around your technical productivity? A rule of thumb: each direct report takes half a workday from your week.
4) if you're converting internally and it's their first time managing, invest in training. Make sure they aren't skating on their tech chops. Take it seriously.
Don't grip too hard. When it ends, it usually means you're doing something right.
6) make sure the person REALLY WANTS TO MANAGE PEOPLE. Never push someone into mgmt, there is nothing worse than reporting to someone who doesn't wanna be there.