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by PopeDotNinja
2785 days ago
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> I will, of course, need to remain technical enough that I can understand whether my tech lead is making good decisions, as you say A lot of stress has been created for teams I'm on by semi-technical managers chiming in. By telling yourself you'll remain technical enough, I'd encourage you to define what that actually means. Thinking you know stuff that you actually don't is going to be a huge pain in some one's ass. I once had a boss who kept pushing for us to to do things in a certain way using a remote API, but the API client didn't support the features needed to do the things my boss insisted we use. The boss wouldn't allow for a discussion on extending the API client because he was 100% certain he was correct when he was in fact 100% wrong. I started looking for a new boss after that. |
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If I have a competent tech lead under me, I wouldn't be pushing for a certain technical way to do things except if the requirement came from some external constraint like the business or another team, and I would accept the limits of technical possibility.
I might share my technical input if it happened to relate to my area of expertise in a way that wasn't otherwise sufficiently present, but I want my team to know their stuff, not to defer to my technical knowledge out of some personal need to be the expert. Also my input != final decision, with respect to technical decisions, if I'm not tech lead on the task.
Even if I had to push for or against something, I'd do my best to defer to my tech lead (i.e. not me) to actually come up with and lead the solution. It's not a manager's place to prevent a tech lead from conducting a discussion on technically how to achieve the goal within the applicable constraints.