[jader201]

I moved from IC to manager for four years before moving back, and can agree with the points made here. Including the one about it being fairly easy to move back.

Some ICs may find they are actually better managers, and some will find out they were better at being an IC.

Others will find both satisfying in different ways, and may work out well on either ladder.

I may go back to being a manager some day, but for the time, I’m enjoying being an IC again.

If you’re fortunate enough to work at a company that affords you the flexibility, and you’re given the opportunity, I recommend trying it out, after you’ve read and ack’ed the tradeoffs in this article.

But if these tradoffs sound miserable to you, don’t bother; there are plenty of good opportunities as an IC — if not at your current gig, then at another one. And if not now, then later (when the economy improves).

[simonw]

I've seen Charity Majors call this the "pendulum" model, where you swing back and forth from IC to management multiple times during your career.

I really like that: in my experience, ICs who have been managers make better ICs and vice-versa.

https://charity.wtf/2017/05/11/the-engineer-manager-pendulum...

[poulsbohemian]

I found this really hard in my career though - you move into an IC role and then the assumption is you won't be happy in a management role ever again. You move into a management role and somehow there's an assumption that you have been lobotomized and know nothing about the hands-on work any longer. It's not fair, but it can really create complications as you attempt to move your career into new directions or attempt to move to new employers.

[simonw]

I've been trying to counter that effect by saying "have you heard about the pendulum model?" and showing that article to as many people in influential positions as possible.

[tukantje]

Eh, people will find a reason to judge you anyways. I am jarred to the point of thinking none of it matters, usually the person has an opinion of me before I even meet them anyways.

Conversely, trying to move into relatively in demand things where supply / demand curve is bent out of shape helps. You can't discriminate for willy nilly reasons if you can't find enough candidates.

[esafak]

I wonder if we should do it as a matter of course the same way some executives and managers do line work to better understand and appreciate their employees.