[ec109685]

> Your success is entirely in your team's hands.

This isn't true. A lot of a manager's job is doing the little things that are necessary to get done. This may involve scrum master, project management, and even product management. Find the gaps and fill them!

[malyk]

You are correct, but I think the original comment is more geared to the idea that you probably shouldn't revert back to what you are comfortable with and jump in and start coding when there are bugs, or tight deadlin s, etc.

I do think you should do some coding, even if you can only do it 10% of the time. It'll give you credibility with the team and you'll get to better understand what everyone deals with on a daily basis.

[johnbellone]

You should be writing code, experimenting, attending technical reviews, but never put yourself in the critical path. Your job is no longer to deliver code, it is to lead the team or product.

[malyk]

Agreed

[kafkaesq]

He just means "on balance, your success lies in your team's hands".

Yes, there's a lot of things a manager can do to screw the project up. But ultimately, it's the team that's actually doing the work. And ultimately, your job is not to "do the heavy lifting", or make all the key decisions, or figure everything out. They already know what to do. Your job is to enable them to succeed.

[johnbellone]

I agree that a lot of a manager's job may be tasks that are necessary to get things done, but I still don't see how your success isn't tied to your direct's/team's success? I understand that as a manager you may be given a stacked deck team wise, but even then I would imagine that you were put into that situation to be a change agent. If you weren't, well, that's someone sandbagging you and a different problem!

[ec109685]

It was the entirely part that I disagreed with. Management isn't set it and forget it.

Agree that your success is tied to your team's success.