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by wpietri
3464 days ago
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The common approach in Silicon Valley is that everybody starts as a programmer. At some point, the career ladder bifurcates. Those who prefer to work with people issues become people managers, getting trained in related skills. (They often also work as tech leads, which is an in-between role, and for which smart companies also provide training.) Those who prefer technical issues keep rising up a technical ladder. I think that's much more sensible than taking somebody who doesn't know much of anything, putting them in an MBA program, and then expecting them to have universal management mojo. So we're not talking about somebody who has managed across multiple industries. We're talking about somebody who, often, has managed across none. I really don't believe managers from other industries can, on average, manage software teams. I thin software is too different from other kinds of labor. So many behaviors that are arguably reasonable in other industries are clearly catastrophic in software. |
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The issue being that technical ladder is usually much shorter than the related "people ladder".
Let's call it what it is. If you have the look and act like a hyper-politically-conscious MBA, they'll let you in the club of high-level corporate people that make millions of dollars. If you look like some nerd who hasn't had a tan since 1st grade, you're stuck to the top of the technical ladder, where you're lucky to get $135k ($250k for San Francisco/other high COL areas).