[atomicnumber3]

"An effective IC should aim to internalize the standards and norms that a manager (and their boss) use, which can be explicit or implicit, take the time to understand the manager's own targets, and offer up ways to make their work product make their life easier."

This always drives me nuts because it's the correct thing to do, but all the damn churn at modern software factories really gets in the way of building a long or even medium term relationship.

I've been at my current job 2 years and am on my third manager. 1 job ago, 3 years and 3 managers.

Prior to that, I was at 1 place for 6 years. I had 1 boss for the first five. I really want that kind of relationship again. It was productive, it was reassuring, it was empowering. Nowadays I hardly get to know a person before they rotate out for various reasons.

And to be clear, I had the exact same position for my whole tenure at all 3 jobs. It wasn't me moving around, just mgmt churn.

[nuancebydefault]

Indeed the ICs job is to get the job done in whatever way that is productive, hence with a good speed/quality balance. It is not ICs responsibility to make their manager's job easy.

I've had good, mediocre and evil managers.

The good managers try to understand you as a person and empower you to make things happen, using your own talents and passion. They also hold you back when you are exploring rabbit holes or dead ends.

The evil ones manipulate, make you feel of less worth and tell you how to do things. That where the micromanagent creeps in.

As a manager you must understand that every IC has a personality and adapt accordingly. Nobody said being a good manager is easy.