|
I think this is a decent article, with some distilled wisdom... Though I also think it has some repeating status-quo mumbo-jumbo. Every time somebody says a soft-science claim and presents it as a fact, I try to vet it with this heuristic: It can't just sound good, or satisfying, but is it actually true? Imagine whether a case can be made for the exact opposite statement, or whether there may be circumstances that the statement is obviously false. For example, once a principal engineer asserted rather confidently, "At my level, the most important work you can do is usually in Jira." That's a claim that's hard to assess with any objectivity, but I can certainly imagine a different principal engineer feeling the exact opposite, and I can certainly think of many companies where they wouldn't hire/want a principal engineer primarily for Jira work. Back to this article, any time somebody says "A manager is X" or a "staff is X" I think to myself... well can I think of a company that would want managers who focus almost entirely on not X? The answer is almost always yes. |
I don't think it's the _only_ important thing, but I think I do agree with the sentiment that it may be the most important.
Personally I'm all about diversity of perspectives when it comes to building a team. I would be thrilled to have both a principal who loves jira, and one who doesn't. Someone who tries to straddle both just strikes me as neutered.
When it comes to roles, I always end up back to the Ron Swanson quote "never half ass two things; whole ass one thing."
I do agree with you though, one-size fits all definitions are almost all laughably based on "vibes."
Then again, isn't management pretty much just vibe cultivation?