21–30 of 319 posts
My best managers were ex-engineers who didn't touch the codebase. They understood how things worked, and could talk architecture & concepts, but they didn't expect to be able to sit down and write code at our level. Maybe they wished they would have the time/opportunity still, but realistically they were focused on leading.
My best managers were ex-engineers who didn't touch the codebase. They understood how things worked, and could talk architecture & concepts, but they didn't expect to be able to sit down and write code at our level. Maybe they wished they would have the time/opportunity still, but realistically they were focused on leading.
Please no! Most managers want to increase output and engineers are aware of that. It is exceptionally frustrating when your manager tells you during your 1:1 that they want to help move things along and then does quite literally the opposite in a PR.
If you must dive deep into a PR, get the PR unblocked and then follow up with the change. Or stop telling your direct reports that you want to help unblock them.
Generally, no. There’s a risk of unfair competition for work (they can delegate the stuff they don’t want because they have political power) and their code often becomes “untouchable” because few will call it out if the code is bad. A hobby project to keep current isn’t a bad idea, though.
While that is possible, I think a good manager recognizes these pitfalls. My philosophy is "everyone has to scrub toilets once in awhile - that includes me". You'd have to ask my direct reports but, I'd like to say I lean more toward taking the "grunt tasks" that I don't think are super helpful for my folks' career growth. Then again, I've been called a bad manager on Hacker News so...
Obviously being a good manager is first and foremost, but I’ve always had more respect for managers that I know can (even if they never do) do my job as well as bring a manager. Early in my career at a startup I had a manager that was both and excellent manager and right there in the trenches with you when issues arose or business deadlines were approaching. The amount of respect I still have for that individual is immeasurable and I’d go work for them again in a heartbeat if they asked.
My best managers were ex-engineers who didn't touch the codebase. They understood how things worked, and could talk architecture & concepts, but they didn't expect to be able to sit down and write code at our level. Maybe they wished they would have the time/opportunity still, but realistically they were focused on leading.
This is exactly how it should be in my opinion. This matches my experience with who I saw as being good managers.
Generally, no. There’s a risk of unfair competition for work (they can delegate the stuff they don’t want because they have political power) and their code often becomes “untouchable” because few will call it out if the code is bad. A hobby project to keep current isn’t a bad idea, though.
If I were an IC and my boss was picking the sexy work I would leave. If I was a director and one of my EMs was picking the sexy work I would fire them.
I've never seen a dual role manager that is actually good. It's usually a senior dev that gets stuck with management duties. They are usually good technically but then lack finesse and knowledge about most managerial issues (budget, employment law, team dynamics, etc). You're now at a disadvantage because the stuff they are supposed to protect you from or have power to help further your career is not developed. If yo…
How many organizations do you think check all those boxes and are willing to do that? It's not many.
Earlier quoted context omitted.
This is exactly how it should be in my opinion. This matches my experience with who I saw as being good managers.
Were they happy with it or did they become miserable after a while?
I've never seen a dual role manager that is actually good. It's usually a senior dev that gets stuck with management duties. They are usually good technically but then lack finesse and knowledge about most managerial issues (budget, employment law, team dynamics, etc). You're now at a disadvantage because the stuff they are supposed to protect you from or have power to help further your career is not developed. If yo…
It really only works in orgs that are large enough to accept a bit of bloat, mature enough to have good managerial practices and invest in growing managers, and where the new manager has only a couple reports (2 is the perfect number). So you take a very good, senior IC who wants to be a manager, you cut their IC duties by 25-50% and you give them 2, maybe 3 direct reports. This is after doing some sort of formal man…