I think you're an above average developer working at a below average company. This could be the root of all your problems. Nothing is more frustrating than working with peers you know aren't carrying their weight. Do you want to be an engineering leader? This is what you are, regardless of your official title at your company. Engineering leaders are judged by how much better they make everyone else. You may hear the…
The pivot I have been debating is to become a Lead Development Manager with the express purpose of enabling everyone else, removing obstacles, creating better processes etc. My problem is that I love code much more than talking to people all day. I have been mentoring Jr Devs for a while now in an official capacity which helps. I like the idea of "make systemic changes to help your peers become more effective". So th…
If you're not enabling your team to take over your job, you're doing it wrong. And by a comment I saw elsewhere, the tendency to control things is natural, but you should resist that - it's the only way you can scale.
If your organization doesn't have that kind of individual contributor leveling, that would be a good conversation to have. Or if your team isn't big enough, maybe its time to look for a new challenge.
There will be a learning curve and a mindset shift, but it's really the only way that you truly become a force multiplier.
Soon, your commits will go down, but your reviews will go up.
Later, your reviews will go down, but your strategy/design/planning docs/conversations will go up. Your job is designing for the 1-3yr future (or more but rare) and across the organization.