> Can do your job if you end up rage quitting, getting sick or just needing a day off and there's an emergency.
I'm not sure that we really want our managers getting into our code.
At my company, the company actively worked against managers, being technical. I had to "sneak" my tech, by doing open-source projects, on the side (no I didn't have a "shower clause" in my employment contract).
I'd say that it's a better bet that the manager knows who to grab, and stick on your project, until the leaks get caulked.
I agree! As a manager you should probably not be coding (depends on org size). A manager doing a lot of coding is a good way to commit the sin of "making your team manage up".
However: as a manager if you can't do your staffs job you should not be managing that team. You would be unable to settle technical disputes, or properly assess your staff. You would not know who to grab and shove in the void.
So I'll restate it as such:
Can do your job if you end up rage quitting, getting sick or just needing a day off and there's an emergency. Knows enough NOT to make their team manage them.
I'd say the difference between knowing who to grab and getting your hands dirty as a manager tends to be a function of company size, with the latter being more likely the smaller the company.
I've had to let go of incompetent managers (I used to manage managers). Maybe I am an incompetent manager myself that no one has discovered, so take my input with a grain of salt.
Competent managers will listen and not jump to conclusions, collaborate with you, ask thoughtful questions about your work driven by curiosity and not because they want to control or micromanage. They will usually be able to catch up and understand what you say and the technical work you do when you explain it (make an effort and you'll be surprised). If there's some tech you work on they do not understand they will educate themselves and ask a bunch of questions trying to catch up so they can help you and assess you fairly.
A more comprehensive answer about how managers are assessed at Google (via Google's project Oxygen):
- Is a good coach
- Empowers the team and does not micromanage
- Expresses interest in and concern for team members’ success and personal well-being
- Is productive and results-oriented
- Is a good communicator—listens and shares information
- Helps with career development
- Has a clear vision and strategy for the team
- Has key technical skills that help him or her advise the team
Your manager should at least be striving to excel at those. Different managers will have different strengths, but the most important thing IMHO is that they care about their team and want to do better.
(also, half raises hand).