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this was such a great thread ⤵️ and I want to pull out this question of pay and credit.
✨Accruing all credit to a team manager for their team's achievements, and paying them more because of it, is some disempowering bullshit holdover from the factory day.✨
✨Accruing all credit to a team manager for their team's achievements, and paying them more because of it, is some disempowering bullshit holdover from the factory day.✨
Engineering is a creative endeavor. So is managing engineers. In creative endeavors, you get people to do great work by supporting and inspiring them, then getting out of their way.
Taking credit for another person's creative output is stupid, and rightly galling.
Taking credit for another person's creative output is stupid, and rightly galling.
In a capitalist system, compensation is a big part of how we demonstrate value.
If management isn't a promotion, prove it: pay the same (or less!) than engineers of the same level. The people who still want to become managers are the people you actually want managing.
If management isn't a promotion, prove it: pay the same (or less!) than engineers of the same level. The people who still want to become managers are the people you actually want managing.
There should be no problem managing engineers of a higher level than the manager, iff there are structures in place so that engineer is supported in their career development, the impact of their work is understood and well calibrated, etc.
People keep asking me questions about how to get more engineers/the right people to want to try management.
Not the problem. Plenty of them are curious about managing, guaranteed. The problem is your incentives are set up so that only sociopaths will ever want the gig.
Not the problem. Plenty of them are curious about managing, guaranteed. The problem is your incentives are set up so that only sociopaths will ever want the gig.
