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This is a detail that sometimes gets elided, and is why you should never let someone talk you into management until you are solidly a senior engineer.
Yes, people problems are harder... *once* you've mastered the tech.
Yes, people problems are harder... *once* you've mastered the tech.
To be a successful technical leader with credibility you will need both skill sets. And mastering tech is a single threaded process with no swap.
You can only give your all to something one thing at a time.
You can only give your all to something one thing at a time.
People problems aren't harder than technical problems, really, but they are much much harder to generalize about.
You can approach mastery in a technical domain, enough to take your skills for granted. I'm not sure the same is true of people problems. 🤔
You can approach mastery in a technical domain, enough to take your skills for granted. I'm not sure the same is true of people problems. 🤔
Like, you can say "I know how to optimize a query" or "I can build a web form", but can you ever confidently say you can resolve the conflict between two people who hate each other?
Or change a single person's opinions on race or gender? ¯\_(ツ)_/¯
Or change a single person's opinions on race or gender? ¯\_(ツ)_/¯
