[weagle05]

This is not an absolute rule, but in general I see the path not being Y shaped but P shaped. Even if you stay technical you're going to end up managing something. Could be people, could be a process, could be creative, but your expertise is going to diverge away from writing code on a daily basis. I've been a consultant for about 12 years and even though I'm technical I still end up managing some stuff for clients.

[gwbas1c]

> you're going to end up managing something

IMO, it's important to understand the line between management and leadership.

Running code reviews, making designs, reviewing other designs, evaluating architecture, picking libraries and patterns...

[tcgv]

> Running code reviews, making designs, reviewing other designs, evaluating architecture, picking libraries and patterns...

That's got me thinking, how much managing does leadership entails? All of these activities are incredibly valuable, and indeed require technical leadership skills, but what's also challenging is to make sure they are conducted continually and in accordance to defined processes. Is that something incumbent to the technical leader? If not leadership may not "happen" unless there's a manager involved.

[weagle05]

I agree it's an important distinction that unfortunately gets conflated at many companies. Most of my experience is in top-down big companies where leadership is a skill, not a position. Maybe when I grow up I can work at a company that makes the distinction.