Why Good Developers Are Promoted into Unhappiness (2007)

Post by mixmastamyk » Sun, Apr 28, 2019, 7:34 PM UTC

pbourke wrote: post #202

dyeje wrote: post #122

Earlier quoted context omitted.

In my experience, people are usually promoted into management when they demonstrate leadership. I see you talk about your technical ability a lot, but that is generally not the core competency of an engineering manager. I suggest working on those abilities. It is very much so one of those situations where doing the job will get you the title.

> In my experience, people are usually promoted into management when they demonstrate leadership. Really? In my experience, people are often promoted into management when they demonstrate political ability. Often the people who I consider the true leaders - engineers who everyone considers competent, good advisors, mentors and role models, etc - continue quietly being engineers. Several times, I’ve seen organizations…

Post by pbh101 » Sun, Apr 28, 2019, 7:45 PM UTC

ramraj07 wrote: post #64

eight_ender wrote: post #43

I wrote code like a madman and then went into management. I like management, but I understand what the author of this article was getting at. I had an identity crisis early on doing management. I liked to tell people what to do, because I had a big map in my head of where things should go. Because of this developers sort of organically gravitated to me for guidance even before I had the official job. However, I also…

So how DO you deal with people under you writing code under you that just boils your blood? Especially if you instinctually see that their contributions are always more counterproductive than not, but everyone else (including their people manager) thinks they're alright?

Post by orthoxerox » Sun, Apr 28, 2019, 7:59 PM UTC

ramraj07 wrote: post #64

eight_ender wrote: post #43

I wrote code like a madman and then went into management. I like management, but I understand what the author of this article was getting at. I had an identity crisis early on doing management. I liked to tell people what to do, because I had a big map in my head of where things should go. Because of this developers sort of organically gravitated to me for guidance even before I had the official job. However, I also…

So how DO you deal with people under you writing code under you that just boils your blood? Especially if you instinctually see that their contributions are always more counterproductive than not, but everyone else (including their people manager) thinks they're alright?

Post by orthoxerox » Sun, Apr 28, 2019, 8:11 PM UTC

Aloha wrote: post #19

For many developers, they turn out to be good at project management, its not much different conceptually than being an architect, this issue is, once you 'level up' you're expected to stay there, rather than moving back to develop for some period of time, and letting the next guy get tapped for project management - It think more companies rotated those roles around, they'd see greater retention, greater employee happ…

Post by pkalinowski » Sun, Apr 28, 2019, 9:34 PM UTC

scarface74 wrote: post #197

ScottFree wrote: post #191

Earlier quoted context omitted.

Let me be crystal clear: I'm talking about building up a side business in your spare time. > If you are talking about starting a business on the side and working full time, that means you are sacrificing some combination of time with your family, exercise, and time that you could be putting in getting ahead at your current job or acquiring skills that would help you get a better paying job. You think you somehow lear…

That even lessens the chances by starting it on the “side”. You will be competing with people who are better funded and are able to commit to it full time. What are the chances that a “side business” is going to make $150K to 200K a year? On a side note, why are you so relentlessly negative? Most of the comments you've made in this thread are needlessly hostile, sarcastic and bitter. Did a side project touch you inap…