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>Also, I’m not sure good engineers always make good managers. I worked at Intel when Craig Barrett was CEO. He was also a former engineer, and he was a terrible CEO. Intel got involved in a bunch of stupid stuff during his tenure, like the P4 Netburst architecture, the RAMBUS fiasco, and lots of side businesses that didn't pan out. Otellini took over and fixed things by going to the Core architecture, IIRC. I'd say that good engineers becoming good managers (esp. upper managers) is the exception, not the rule. |
Good managers are exceptions, period. Still, good engineers are leaps and bounds more likely to be effective as managers, even if they make managerial mistakes. This is probably even more true for high level executives than line managers.
There's a common bigco school of thought that does not say this explicitly, but believes "nerds are bad managers," so if you are good at engineering you're less likely to be good at management, so let's go hire pro managers (that end up being schmoozers and less technical). In my experience, the less technical managers have been bozos AND bad at management.