Earlier quoted context omitted.
It was obvious while I was a student that the ratio of administrators to faculty was ridiculous. And the growth rate ratio between them was 3:1. At no point was it clear to me what real value they were adding. I was the captain of a more capital and real-estate intensive than average student group, and it was absolutely infuriating to try to figure out how to get anything done. There was always some new bureaucrat co…
> Everyone feels that their problems deserve more headcount. Take two teams, one with 6 people that produce a lot of value, and one with 50 people that produce... Let's say the same amount of value. When the manager of the team with 6 people, in the same org, starts getting paid three times more than the manager of the team of 50, you'll stop seeing managers fight for headcount. All of the economic incentives in the…
And there's a second-order casualty of that: the people who are assigned to report to such an engineer-become-manager.
This happened to me on my previous job. The most brilliant programmer I've ever worked with got promoted to a manager, for the dumb reason that the company's programmer salary bands didn't go high enough for what he was (way more than) worth. As a manager he had to have headcount reporting to him, and I got assigned to be one of that headcount. He had no interest in people-managing. I didn't begrudge him for that at all - but it was clear my own career would go nowhere reporting to someone with no interest in managing, so I left that job shortly after.