[noufalibrahim]

I was a technical IC for the majority of my career and apart from leading small teams technically, didn't do much management.

However, i picked it up when i started my own company and it has considerably changed my pov. Hard conversations, managing time, developing people, building the organisation, delivering value to clients and a ton of other things which i couldn't dream of doing as an IC have been possible and extremely rewarding.

I think the article makes a few good points but on the overall, I feel that an younger, immature and less clued in me would resonate with it more than me now.

[BowBun]

Your experience is very, very different than what the article was about. Starting your own company means you have ownership and pride of everything going on in the business. That motivation and entrepreneurial spirit will obviously paint everything in pink, at least for a while.

Imagine having those responsibities, but nearly no decision-making power. All those messy human behaviors are now coming at you from above and below.

What's tough is that to do management well, you need a level of freedom like what you experience as a founder. However, most managers with their own bosses will never get that level of freedom and have to somewhat conform to existing culture/process.

[noufalibrahim]

Thanks. That's a useful perspective.

I read it as a general screed on managers in general. Not on improperly structured environments that don't enable managers to do good work which I understand is what you read from the article.

[BowBun]

Unfortunately you did not understand what I read from the article. Thanks for the attempt though. Maybe "an younger, immature and less clued in me would resonate with it more than me now" :eyeroll:

[noufalibrahim]

All good.