This twitter thread seemed to strike a chord with people, rather astonishingly so. I am transcribing parts of it for the sake of longevity and findability.

I keep talking to engineers who are antsy to get to senior and beyond, frustrated that it is taking so long. And I've encountered one very, very widespread blind spot around leveling

Which is ...✨not every opportunity exists✨at every company✨at every time.✨

— Charity Majors (@mipsytipsy) September 8, 2020

I keep talking to engineers who are frustrated that they aren’t leveling up faster, aren’t reaching senior levels as quickly as other people they know, feel stuck and don’t know how to get to the next level, etc. And I’ve begun to notice a common blind spot around leveling —

✨ not every opportunity exists ✨
✨ at every company ✨
✨ at every time.✨

Sure, if you’re a junior engineer, you should be able to level up to intermediate pretty much anywhere. But it gets progressively trickier after that. Even the path from intermediate to senior can depend on a number of situational variables:

Is there oxygen?

• How many other senior engineers do you work with? how many other intermediate engineers around your level? All of these people will be pulling from the same bin of work, looking for promo-worthy, solidly-senior projects.
• Does your ladder explicitly call for mentorship or leading small teams of lower-leveled engineers? Are there enough of those folks to go around?
• Have you sufficiently wrapped up your last project well enough to move on? Was it actually completed in a way that demonstrated clear mastery and readiness for bigger and harder work, ordid you leave a mess behind you? That may limit people’s appetite to take a risk on you with mission-critical projects.
• What are the biggest needs of the business right now? Any process that generates projects ought to begin with this question before proceeding on to carve out a chunk that fits your promo desires, not the other way around. 🙃
• Do you happen to work in a niche or specialty area of engineering, particularly one crammed with super-senior, world-famous highly leveled people? This can be fantastic when it comes to your ability to soak up knowledge from the world’s best, but it may simultaneously delay your ability to level up.

In short, is there oxygen at the next level? Does the company need more of the type of engineer you want to be, vs more of the type of engineer you are now? If they need more people pounding out code and fewer architects, they’re unlikely to want to promote you to a role that involves mostly architecture..

Literally no company can possibly make use of a top-heavy eng org stuffed with senior+ engineers, if all of them are expected to demonstrate company-wide impact or global impact every review period. There’s only so much high-level work to go around for every fifty engineers writing code and features and executing on those systems.

There is only so much oxygen at each level.

Inflation.

Of course, this is all assuming that your company takes leveling seriously. Most … really … don’t.

It’s tough. It’s tough to hold your ground when a valued engineer is complaining and dropping hints they may leave if they don’t get that promotion soon. It’s much easier to give in, make an exception, argue for rounding up.

This may sound good, but it is not ultimately in your best interests as that engineer. Seriously. </3

There is sooo much title inflation in this industry already. People are given the title “senior engineer” in just 3-5 years, need I say more??

If you let a little inflation into your system by making exceptions, it causes more trouble than it’s worth. Always. The only leverage you have when people try to get you to make exceptions is if you can honestly say, “no exceptions.” Give in just once, and your moral authority evaporates.

Leveling up.

I would urge you not to make most, if any, career decisions based on levels or titles that are offered you. But I do understand how frustrating and infuriating it can be to be in a situation that is clearly unfair (usually because a manager got pressured into making an exception… tsk tsk), or if you don’t understand how to move your career forward.

So, here are a few strategic tips for leveling up.

1. Generalists level up faster than specialists.
2. When evaluating roles, choose ones where your specialty is part of their mission, or at least key to its execution. It has a far lower likelihood of getting outsourced, deprioritized, lacking investment in, or just forgotten about if what you do is core to what they do.
3. Always ask to see the job ladder when interviewing. If they hedge or fumble, don’t take that job.
   
4. Talk to your manager about the job ladder. Talk to your skip level about levels too! Managers love this shit. They can talk on and on and on about levels, long past your exhaustion point. It can be annoying, but it’s actually a sign of a good manager who cares and thinks about the edge cases in processes, and their impacts on people and teams.
5. That said, don’t take the ladder as a checklist to memorize or thing to be pored over and obsessed over. It’s an incomplete attempt at both shaping and reflecting relative impact. Focus on impact.
   
6. Is it easier to level up as a manager than as an engineer? Sorta-kinda, I guess so? There are at least two real phenomena at play here.
   1. There are simply more roles to go around in the management track. You need like, what, 1-2 E7/E8 (or principal, or architect?) level engineers per 100-500 engineers, but several managers/directors/etc
   2. Manager effectiveness is grounded in their relationships. It takes managers longer to have impact after they start a new role, but their potential impact grows and grows as their tenure gets longer. So yes, there’s a bit more of an escalator effect if you stay on the manager track at a company for several years. There is no similar escalator on the eng side; you have to be truly exceptional or truly lucky.
   3. But it really depends on the organization.
7. It is much easier to level up quickly at fast-growing companies. When there is far more work than workers, and everyone is getting dropped in the deep end to sink or swim, you level up fast. Don’t underestimate what a stressful and awful experience this can be, though.
8. Many engineers get stuck on the bubble getting to senior because they are impatient and want a map. They just want someone to *tell them what to do*. Which is the very opposite of what a senior engineer does. 🙃  Develop your judgment around what needs to be done, and do it.
9. Your relationship with your manager matters. So does your ability to communicate about the work you are doing, its difficulty, its unexpected challenges and triumphs, etc. This is called “managing up”, and it is an actual skill which I am *terrible* at. So are most of you. 😉
10. TLDR, if leveling matters to you (and it should matter to everyone, to some extent!), then look curiously and critically around for opportunities, and seek to maximize them. Want to become an E6/E7? Probably don’t join a startup that doesn’t have any very high-level work to do, or already has more than enough people functioning at those levels and many more nipping their heels looking for the same opportunity.This sort of thing is very obvious to us with the manager track (if you want to go from M->Dir, don’t join a startup that already HAS directors and managers who want to level up), but seems less obvious with engineering.

Most reasonable, non-desperate companies with options won’t hire you directly into the next level up which you haven’t done before, on either the manager or the engineer track. (Yellow flag if they do.)

But it is perfectly reasonable to express your career objectives in the interview, and make sure you’re on the same wavelength and seeing the same opportunities. Do you want to become a manager or a tech lead in a few months? Say so.

If it doesn’t exist now, do they think this opportunity may soon open up? Can they see a path forward for you there, if all goes well? Would they be interested in helping you get there? How many people may already be eyeing that same path? Is there enough opportunity for more than one? On what timeframe? Who will decide who gets the role, and how?

Engineers tend to find these conversations uncomfortable, and so they tend to avoid them because they don’t want to make the hiring manager uncomfortable by being pushy.

Relax. Managers don’t find this uncomfortable at all, it’s their bread and butter. (And even fi they do find it uncomfortable, tough beans.. it’s their job.) Ask away. ☺️

Misc notes on leveling.

P.S. Engineers seem to have a very sparse mental model of how leveling works, so here are a few more notes on how levels work at Honeycomb, which is adapted from conventions at Facebook/Google.

• Each level after senior engineer (E5 for us) gets approx an order of magnitude harder to achieve, and an order of magnitude fewer engineers hold that title.
• E5 is considered a “terminal level”, which sounds scary, but just means “you do not have to advance beyond this level.” If you never get promoted again, you won’t get fired either.
• Whereas if you do not advance from E3-> E4 within 2 years, and E4->E5 within 3 years, you are automatically put on a performance improvement plan (at Facebook, I mean, not Honeycomb).
• We (Honeycomb) hire into E5 as our highest level to start at, both because a) our interview process is not designed to let us parse differences between senior vs super-senior or super-duper senior, and b) we figure nobody is really able to come in the door with >E5 impact for the first 6 months anyway. So we can level them up quickly after they join and we get a feel for their work.

<3 charity.

I wrote a piece this week about what motivates people to become managers (tldr mostly org dysfunction), and Julian Dunn replied with some typically insightful tweets:

No one wants to be seen as taking a "demotion", and in my experience, this is the number one reason for the existence of shitty managers.

— Julian C. Dunn (@omglolwtfbbq@hachyderm.io) (@julian_dunn) September 4, 2020

(I originally titled this article “Julian Dunn and the Case of the Bad Manager”, lol)

God, YES. This is something that has been on my queue of “topics to write about” for so long, and I haven’t because it’s just too big (and sometimes I tell myself, optimistically, it’s just too obvious?).

Julian’s point is that the reason so many bad managers persist is because it’s perceived as a promotion. Which means going back to engineering after managing is, ipso facto, a demotion. Which is really fucking hard to swallow. For anyone.

I touched on this briefly in an earlier post, the Pendulum or the Ladder, when I wrote,

“If management isn’t a promotion, then returning to hands-on work isn’t a demotion, either.  Right?”

There are a few separate points here which are worth unfurling separately.

1. Management is widely seen as a promotion
2. Management really does grant you some formal powers over your peers, which contributes to perceived hierarchy
3. Humans are hierarchical mammals, exquisitely sensitive to any loss of status — we hates it
4. But this is a cultural choice, not destiny. And we can change it.

Management is seen as a promotion

The notion that management is a promotion is deeply ingrained into our culture. It’s in language, pop culture, business books, any and all sources of career advice. If you became a manager and told your mom about it, she probably congratulated you and told you how proud she was. If you go out on a job interview, you’re expected to reach for the same rung or a higher one — or eyebrows will raise.

That’s a lot of cultural baggage to lean against. But I believe this is an idea whose time has come.

Any technical company should work hard to center and celebrate the work being done to build the product and make customers happy. Management is overhead, to be brutally frank about it, and we should not design organizations that would lead any rational, ambitious person to aspire to be overhead, should we?

The surest path to acclaim and glory (and promotions and raises) should be found through contributing. Not managing. Not being overhead.

… Because it mostly is a promotion, honestly

It is absolutely true that when you become a manager, you acquire new powers. As a tool of the org, you are granted certain powers to act on behalf of the organization, in exchange for being held accountable for certain outcomes.

These explicit powers often include hiring and firing decisions, access to privileged information, and making and meeting budgets.

But most of your powers aren’t formal at all. Most of your power comes from people listening more closely to what you say, giving your opinions more weight, and (consciously or subconsciously) just trying to please you, because they know you hold some influence over their career outcomes. It comes from the fact that so much information flows through managers. And finally, it comes from relationships — the strength of your personal relationships and mutual trust with other people throughout the org.

So how is this not a promotion? Well, it is a promotion at most companies, to be perfectly honest. But it does not have to be a promotion, if you acknowledge that these privileges and powers are accepted only by sacrificing other privileges and powers, and if you structurally allocate power to other roles. For example, you should acquire managerial powers only at the expense of technical decision-making powers.

I believe that the healthiest companies are ones where managerial powers are limited, enumerated, and minimal, with robust powers explicitly reserved for technical ICs. (much like the Constitution provides for Congress and the States, respectively.)

But it shouldn’t be. “Management” is a support role

Here are some of the reasons why we should invert the hierarchy and embrace management as a service role, a support position.

1. Tech is a creative industry. Hierarchical leadership is a relic, a holdover from the days of manual labor. Hierarchy kills creativity, which leads to worse business outcomes.
2. Bad managers are a huge problem in tech. Just like Julian says, the wrong people are doing the job, for the wrong reasons, because they can’t to take the hit to the ego (and paycheck) of the demotion. This leads to unhappy teams and ultimately loss of talent.
3. I firmly believe that the engineer-manager pendulum is the way to build great technical leaders. The great line managers are never more than a few years removed from hands on work themselves, the great tech leads have always done a stint or two as a people manager. The promotion myth therefore both starves us of powerful technical leadership.and leaves us saddled with unhappy managers who have dwindling relevant skills, year after year.
4. The ladder is a trap. There are an order of magnitude fewer jobs for each rung you ascend. Meanwhile, the higher you climb the farther removed you are from the work most find meaningful (building things, making customers happy). The perception that you are a failure if you do anything but climb higher therefore traps a great many people in a cycle of intense anxiety and unhappiness.
5. Management is only one of many forms leadership can take. Yes, you have formal powers delegated to you on behalf of the org, but formal authority is the weakest form of power, and you should resort to using it rarely. Good leaders lead by influence and persuasion, weak leaders with “because I said so.”

Most engineers become managers to cope with org fuckery

Many people (like me!) become managers because they want access to the powers it gives them. As I argued in my last article, this is usually because they are frustrated with some organizational fuckery and it seems the only plausible way to fix or work around said fuckery is by becoming a manager.

Earlier this year I was having a 1×1 with one of our engineers, Martin Holman, who has been a manager before and had expressed interest in doing it again. So, I asked him, was he still interested?[1]

He thought for a moment, and replied, “You know, I thought I wanted to be a manager again, I really did. But I think what I actually wanted was a seat at the table — to know what was going on, to have a say in what work I do. But I don’t feel out of the loop here. So it turns out I don’t feel any need to become a manager.”

Not only did that warm my heart, it answered a question I didn’t know I had. I think they would be a good manager, and should they change their mind again in the future, I will completely support them changing their mind again (minds change! it’s what they do!) — but I hope it is never because they feel that technical contributors are left out of the loop, or don’t have a say in what they do.

That’s what I’d call organizational fuckery.

A roadmap for changing your company culture

If “management is not a promotion” is a cultural value you would like to embrace at your company, here are some concrete actions you should take.

1. Make sure the pay bands for engineers and managers are equal, or even pay engineers more than managers of the same rank. (Slack does this, or used to.)
2. Have IC (individual contributor) levels for engineers that track management levels, all the way up to VP.
3. Look for ways to give high-level ICs information and opportunities for company impact that are on par with their people-manager counterparts.
4. Technical contributors should own and be accountable for technical strategy and decision-making, not managers.
5. Demystify management. Break it down into its constituent skills (giving feedback, running meetings, planning and budgeting, mentoring, running programs) and encourage everyone to develop those leadership skills.
6. Offer any management roles that may open up to internal transfers before considering external candidates.
7. Offer training and support for first-time managers who are undergoing that first career change. Offer engineers the same leadership coaching opportunities as managers.
8. Explicitly encourage managers to swing back to IC roles after two or three years. Support them through a generous grace period while refreshing their technical skills.
9. Watch your language. Loaded terms are everywhere, whether hierarchical (referring to people as being “above” others), or authoritarian (talking about bosses, managers). While it’s impossible to strip it from our vocabulary, it’s worth being thoughtful in how you represent reality, and using neutral phrases like “I support two teams” whenever possible.
10. Be explicit; repeat yourself. Say over and over that management is not a promotion, it is a change of career. Say it internally and externally, in your interview processes and recruiting messages. Educate your recruiting staff too (and be stern about it).

This isn’t a thing you can do once and be done with it; it’s an ongoing effort you must commit to. Managers tend to accrue power over time, like a gravitational force. In order to counterbalance this drift, managers need to consciously push power out to others. They must use their role as “information router” to inform and empower people to own decisions, instead of hoarding it for themselves.

Exactly, that’s my point… it won’t pass the “recruiter screen” because of antiquated perceptions around career progression being a monotonous increase up the manager -> director -> sr. director -> VP ladder

— Julian C. Dunn (@omglolwtfbbq@hachyderm.io) (@julian_dunn) September 4, 2020

“Management is not a promotion” is my favorite bat signal

“Management is not a promotion, it’s a change of career.” I say this over and over again, even though it’s more aspirational than accurate.

Yet I say it anyway, because it’s a bat signal. It’s how the people I want to work with can find their way to me. And it repels the people I don’t want to work with just as efficiently.

When we recently posted our first-ever job req for an engineering manager, I included this under the list of optional skills:

• You have worked as an engineering director or higher before, and decided to return to line management. Why? Because we value people who don’t blindly climb hierarchies just because they’re there. We value people who know themselves and what they find fulfilling in work and in life, and who can handle the hit to the ego that it takes to move “down” in pursuit of that fulfillment. Also, it would be interesting to talk about how you have solved org problems at other companies.

I cannot tell you how many amazing candidates zeroed in on that paragraph and came running. People who had been VPs before, been CTO, been director. People who were not only interested in becoming a line manager again, but were hungry to go back, to be closer to the people doing the work.

Something I heard them say again and again was, “People look at me like I’m crazy for wanting this,” “I have never had anyone see this as a strength.”

These were candidates who were acutely attuned to power dynamics, had exceptional self-knowledge, and who had seen and done so much to make organizations successful at multiple levels. What a set of superpowers!

Humans HAAAAAATE losing status.

We hate it. We hate it so bad. Even when we tell ourselves it’s what we wanted, even when we know it’s best for us, even when all the stars align. Something inside of us kicks and screams and feels excruciatingly attuned to the ripple effects of any status loss for a long time.

Like all such powerful irrational feelings, it’s evolution’s fault. Once upon a time it helped us survive and procreate. Now it’s just a nuisance, something to be worked around and minimized.

Where someone sits on the org chart should not determine that person’s ability to drive change, nor should their preference for tech problems or people problems. We need to see the work that engineers, managers, directors, VPs, and CxOs do as equally valuable and equally capable of prestige. We need to flip the org chart upside down, and treat “management” roles like the support systems they should be.

The work done by a database engineer is different from the work done by a VP marketing, or a director of database engineering. It is not inherently better or worse, easier or harder, more or less deserving of praise and admiration. It is simply different.[2]

And we will have the best chance finding the work that brings the most meaning and joy to our lives if we can drain the hierarchical residue out of our perception of these roles, by flattening pay structures, equalizing power dynamics, and making sure everyone has the tools they need to do their job with as little hierarchical bullshit as possible.

charity.

[1] Martin said I could tell this story and use his name. I actually try to avoid talking about people, conversations, or anecdotes from Honeycomb as a more or less blanket rule, because I don’t want people to be perpetually on edge wondering if I am talking about them. (So if you’re wondering if I’m talking about you: I’m not. Unless I asked first.)

[2] Raise your hand if you’ve worked at a company where a DB engineer had a far greater impact on the bottom line some quarters than any of the VPs did. ✋

Yesterday we had a super fun meetup here at Intercom in Dublin.  We split up into small discussion groups and talked about things related to managing teams and being a senior individual contributor (IC), and going back and forth throughout your career.

One interesting question that came up repeatedly was: “what are some reasons that someone might not want to be a manager?”

"Things would be different if I was in charge", the all belief that authority is an all powerful magic wand you can wave and fix things.

— Mark Roddy (@digitallogic) September 5, 2019

Fascinatingly, I heard it asked over the full range of tones from extremely positive (“what kind of nutter wouldn’t want to manage a team?!”) to extremely negative (“who would ever want to manage a team?!”).  So I said I would write a piece and list some reasons.

Point of order: I am going to focus on intrinsic reasons, not external ones.  There are lots of toxic orgs where you wouldn’t want to be a manager for many reasons — but that list is too long and overwhelming, and I would argue you probably don’t want to work there in ANY capacity.  Please assume the surroundings of a functional, healthy org (I know, I know — whopping assumption).

it's a huge responsibility. if you are having trouble advocating for yourself and your own needs/career goals/work output, then you may not have the capacity to do it for the people you're responsible for managing. i take the role extremely seriously, and it takes a toll.

— pie bob (@djpiebob) September 5, 2019

1. You love what you do.

Never underestimate this one, and never take it for granted.  If you look forward to work and even miss it on vacation; if you occasionally leave work whistling with delight and/or triumph; if your brain has figured out how to wring out regular doses of dopamine and serotonin while delivering ever-increasing value; if you look back with pride at what you have learned and built and achieved, if you regularly tap into your creative happy place … hell, your life is already better than 99.99% of all the humans who have ever labored and lived.  Don’t underestimate the magnitude of your achievement, and don’t assume it will always be there waiting for you to just pick it right back up again.

I got into tech because I like writing code. As a manager, I didn’t get to do that. Becoming a not-manager lets me do that again.

— Ben Cox (@BenCoxMusic) September 6, 2019

2. It is easy to get a new engineering job.  Really, really easy.

Getting your first gig as an engineer can be a challenge, but after that?  It is possibly easier for an experienced engineer to find a new job than anyone else on the planet. There is so much demand this skill set that we actually complain about how annoying it is being constantly recruited!  Amazing.

It is typically harder to find a new job as a manager.  If you think interview processes for engineers are terrible (and they are, honey), they are even weirder and less predictable (and more prone to implicit bias) for managers.  So much of manager hiring is about intangibles like “culture fit” and “do I like you” — things you can’t practice or study or know if you’ve answered correctly.  And soooo much of your skill set is inevitably bound up in navigating the personalities and bureaucracies of particular teams and a particular company.  A manager’s effectiveness is grounded in trust and relationships, which makes it much less transferrable than engineering skills.

Someone has probably said it, but management will always be an option, but going back from management to writing code again can be very difficult (after some period of time). Anyway, looking forward to the post.

— Zack Korman (@ZackKorman) September 6, 2019

3. There are fewer management jobs.

I am not claiming it is equally trivial for everyone to get a new job; it can be hard if you live in an out-of-the-way place, or have an unusual skill, etc.  But in almost every case, it becomes harder if you’re a manager.  Besides — given that the ratio of engineers to line managers is roughly 7 to one — there will be almost an order of magnitude fewer eng manager jobs than engineering jobs.

Regardless of org health, there's a _lot_ of emotional labor involved. Whether that's good for you personally depends a lot on circumstances, and how much of it you tend to take home with you. If it's too much to take, probably not good to manage, either for you or your team.

— Alex Rasmussen (@alexras) September 5, 2019

4. Manager jobs are the first to get cut.

Engineers (in theory) add value directly to the bottom line.  Management is, to be brutally frank, overhead.  Middle management is often the first to be cut during layoffs

Remember how I said that creation is the engineering superpower?  That’s a nicer way of saying that managers don’t directly create any value.  They may indirectly contribute to increased value over time — the good ones do — but only by working through other people as a force multiplier, mentor etc.  When times get tough, you don’t cut the people who build the product, you cut the ones whose value-added is contingent or harder to measure.

Another way this plays out is when companies are getting acquired.  As a baseline for acquihires, the acquiring company will estimate a value of $1 million per engineer, then deduct $500k for every other role being acquired.  Ouch.

I noticed that as soon as I had a competent manager, I never considered going into management ever again 😀

— daiyi! ✨ (chris) (@daiyitastic) September 5, 2019

5. Managers can’t really job hop.

Where it’s completely normal for an engineer to hop jobs every 1-3 years, a manager who does this will not get points for learning a wide range of skills, they’ll be seen as “probably difficult to work with”.  I have no data to support this, but I suspect the job tenure of a successful manager is at least 2-3x as long as that of a successful IC.  It takes a year or two just to gain the trust of everyone on your team and the adjacent teams, and to learn the personalities involved in navigating the organization.  At a large company, it may take a few times that long.  I was a manager at Facebook for 2.5 years and I still learned some critical new detail about managing teams there on a weekly basis.  Your value to the org really kicks in after a few years have gone by, once a significant part of the way things get done resides in your cranium.

As a PE who deliberately "leads" but has no interest in "management": I have stomach-churning aversion to the disciplinary/compensation/downsizing side of management, and a nontrivial chunk of my job satisfaction still comes from learning/exploring hard technical problems.

— Sean Blakey (@pythonista) September 5, 2019

6. Engineers can be little shits.

You know the type.  Sneering about how managers don’t do any “real work”, looking down on them for being “less technical”.  Basically everyone who utters the question “.. but how technical are they?” in that particular tone of voice is a shitbird.  Hilariously, we had a great conversation about whether a great manager needs to be technical or not — many people sheepishly admitted that the best managers they had ever had knew absolutely nothing about technology, and yet they gave managers coding interviews and expected them to be technical.  Why?  Mostly because the engineers wouldn’t respect them otherwise.

https://twitter.com/jetpack/status/1169685458340573184

7.  As a manager, you will need to have some hard conversations.  Really, really hard ones.

Do you shy away from confrontation?  Does it seriously stress you out to give people feedback they don’t want to hear?  Manager life may not be for you.  There hopefully won’t be too many of these moments, but when they do happen, they are likely to be of outsized importance.  Having a manager who avoids giving critical feedback can be  really damaging, because it deprives you of the information you need to make course corrections before the problem becomes really big and hard.

Being a good manager takes emotional maturity, and it can be exhausting to always handle interpersonal problems well. Idk, I like to think I did better than ave, but holding people accountable? Giving the tough talks? If you hate that, do us all a fav and don't be a mgr.

— C Guthrie (@cguthrie00) September 6, 2019

8.  A manager’s toolset is smaller than you think.

As an engineer, if you really feel strongly about something, you just go off and do it yourself.  As a manager, you have to lead through influence and persuasion and inspiring other people to do things.  It can be quite frustrating.  “But can’t I just tell people what to do?” you might be thinking.  And the answer is no.  Any time you have to tell someone what to do using your formal authority, you have failed in some way and your actual influence and power will decrease.  Formal authority is a blunt, fragile instrument.

For a technical person, being a principal in a company with a two track career ladder, is all the best parts of managing a team without the down sides.

There is still plenty of room to learn and grow, career wise.

Best companies enable people to swap tracks back and forth.

— Iain Hull (@IainHull) September 5, 2019

3. If you go become a manager because you want to be the one making the decisions, imagine how happy you'd be with a manager like that. Also remember you're also going to have your own manager
4. Your current skillset is irrelevant. Humans are random & heterogenous. It's hard.

— Omer van Kloeten (@omervk) September 5, 2019

9. You will get none of the credit, and all of the blame.

When something goes well, it’s your job to push all the credit off onto the people who did the work.  But if you failed to ship, or and, or hire, or whatever?  The responsibility is all on you, honey.

Advice I’ve given to a direct, “You like credit too much. Being a manager is not about you any more.”

— Damien Ryan (@djryan) September 5, 2019

As an engineer, I have always assumed management to be a bad economic bargain - 300% increase in stress and responsibility for a 0-20% pay raise.

— David Falkner (@ardave2002) September 6, 2019

10.  Use your position as an IC to bring balance to the Force.

I LOVE working in orgs where ICs have power and use their voices.  I love having senior ICs around who model that, who walk around confidently assuming that their voice is wanted and needed in the decision-making process.  If your org is not like that, do you know who is best positioned to shift the balance of power back?  Senior ICs, with some behind-the-scenes support from managers.  For this reason, I am always a little sad when a vocal, powerful IC who models this behavior transitions to management.  If ALL of the ICs who act this way become managers, it sends a very dismaying message to the ranks — that you only speak up if you’re in the process of converting to management.

Not the optimal way to achieve impact given the setup of our organization, my personal skills, and work it would necessarily trade off with.

— Patrick McKenzie (@patio11) September 6, 2019

11.  Management is just a collection of skills, and you should be able to do all the fun ones as an IC.

Do you love mentoring?  Interviewing, constructing hiring loops, defining the career ladder?  Do you love technical leadership and teaching other people, or running meetings and running projects?  Any reasonably healthy org should encourage all senior ICs to participate and have leadership roles in these areas.  Management can be unbundled into a lot of different skills and roles, and the only ones that are necessarily confined to management are the shitty ones, like performance reviews and firing people.  I LOVE it when an engineer expresses the desire to start learning more management skills, and will happily brainstorm with them on next steps — get an intern? run team meetings?  there are so many things to choose from!  When I say that all engineers should try management at some point in their career, what I really mean is these are skills that every senior engineer should develop.  Or as Jill says:

I tell people all the time that you can do most of the "fun" management things (mentoring, coaching, watching people grow, contributing to decision making) as an IC without doing all the terrible parts of management (firing, budgeting, serious HR things).

— Jill Wetzler (@JillWetzler) September 5, 2019

12. Joy is much harder to come by.

That dopamine drip in your brain from fixing problems and learning things goes away, and it’s … real tough.  This is why I say you need to commit to a two year stint if you’re going to try management: that, plus it takes that long to start to get your feet under you and is hard on your team if they’re switching managers all the time.  It usually takes a year or two to rewire your brain to look for the longer timeline, less intense rewards you get from coaching other people to do great things.  For some of us, it never does kick in.  It’s genuinely hard to know whether you’ve done anything worth doing.

As a manager who frequently falls down a mental hole about not being totally sure I ever achieve anything or add value: sometimes you can go for long periods unsure you have achieved anything or added value 🙂

— karambola (spice bag) (@karambola_dotca) September 6, 2019

13. It will take up emotional space at the expense of your personal life.

When I was an IC, I would work late and then go out and see friends or meet up at the pub almost every night.  It was great for my dating life and social life in general.  As a manager, I feel like curling up in a fetal position and rolling home around 4 pm.  I’m an introvert, and while my capacity has increased a LOT over the past several years, I am still sapped every single day by the emotional needs of my team.

As an engineer who's survived this long in the biz I know two things: a) I'm really good at dealing with technical stuff, and b) I'm really not good at dealing with people.

— Mudslingin Raccoon (@troglobit) September 5, 2019

14. Your time doesn’t belong to you.

It’s hard to describe just how much your life becomes not your own.

My #1 reason:
"Hermit mode" is sometimes how I've cope when I get sufficiently stressed out.

That's really, really not something I can imagine inflicting on a report, not to mention that the *potential* of doing so is stressful... ergo, self-fulfilling prophecy

— Isobel Redelmeier (@1z0b31) September 6, 2019

15. Meetings.

Schedule flexibility is an often overlooked reason. Coming back from maternity leave, big trip, sick days are easier if you don’t have a team whose day to day you are responsible for. Also meetings tend not to be very movable time wise.

— Yao Yue 岳峣 (@thinkingfish) September 5, 2019

16. If technical leadership is what your heart loves most, you should NOT be a manager.

If you are a strong tech lead and you convert to management, it is your job to begin slowly taking yourself out of the loop as tech lead and promoting others in your place.  Your technical skills will stop growing at the point that you switch careers, and will slowly decay after that.  Moreover, if you stay on as tech lead/manager you will slowly suck all the oxygen from the room.  It is your job to train up and hand over to your replacements and gradually step out of the way, period.

For a while, I personally struggled to switch my mindset from deriving my sense of personal success on the code I shipped to the impact the team(s) I supported were delivering. I have definitely seen others fail to make that change and personally suffer for it.

— Joshua Sheppard (@joshualsheppard) September 6, 2019

17. It will always be there for you later.

Wish we could avoid the either/or of manager vs individual contributor. There’s also practice leaders who might not manage within a formal org sense but are specialists and still lead teams and innovative thinking. Best job at the company IMHO

— Emily Wengert (@wallowmuddy) September 5, 2019

In conclusion

Given all this, why should ANYONE ever be a manager?  Shrug.  I don’t think there’s any one good or bad answer.  I used to think a bad answer would be “to gain power and influence” or “to route around shitty communication systems”, but in retrospect those were my reasons and I think things turned out fine.  It’s a complex calculation.  If you want to try it and the opportunity arises, try it!  Just commit to the full two year experiment, and pour yourself into learning it like you’re learning a new career — since, you know, you are.

"If you want to spend your emotional energy outside of work "

This one, for me, + Angelina's fantastic response

— Pam Selle (@pamasaur) September 5, 2019

But please do be honest with yourself.  One thing I hate is when someone wants to be a manager, and I ask why, and they rattle off a list of reasons they’ve heard that people SHOULD want to become managers (“to have a greater impact than I can with just myself, because I love helping other people learn and grow, etc”) but I am damn sure they are lying to themselves and/or me.

Introspection and self-knowledge are absolutely key to being a decent manager, and lord knows we need more of those.  So don’t kick off your grand experiment by lying to yourself, ok?

And also, the people who excel at all those management tasks, the ICs who would actually make *great* managers but don't want to do it? They make the *best* ICs. Literally a dream. They make my job so much easier in so many ways. Wouldn't trade them.

— Jill Wetzler (@JillWetzler) September 5, 2019