[kodah]

I've worked on a good number of teams just like yours. I always told myself things would be different when I was in charge. Then I was in charge.

I learned pretty early on that I have political capital, and very little of it. Instead, I have to have a manager that's pretty buck wild when I tell them I need them to be, and I have to deliver them some wins that will grease their wheels too. Good managers are hard to come by though, and if they get noticed they're promoted and gone in a couple of years.

Personally, I think the transactional nature of software positions is what largely holds us back. If I get promoted, then there'll be a new lead, and this cycle will start all over again.

[newswasboring]

Did you make your situation clear to your team? I find that is the biggest source of frustration.

[kodah]

Yes. Most of my leadership skills come from the Marines. I'm a fairly blunt leader, so if we're facing something the team is aware of that I can't do anything about then I'm pretty frank about it. Some folks don't like that too much, but I'd rather not have those kind of secrets on a team.

[_carbyau_]

Doing a good job - and staying where you are - doesn't get you more reward. And people generally want more than they currently have.