I'm an EM, and going from an IC to a TL or EM isn't a career progression. It's a career change.
I've known some amazing ICs with terrible managerial skills, they are adept at what they do, but they lack the skills needed to handle people, or to constantly context shift all day, every day.
Now what happens when you suddenly get that IC into a managerial role, and force them to context shift, or manage people's needs, and balance the team dynamics?
They quit, or others under then quit. Perhaps both.
I very much dislike this article for two reasons;
1. She outlines EM as part of a career progression that ICs go on.
2. She was part of two absolute rocketships and didn't realise the reasons she got where she was is at least partially because of that.
Any EM should be aware that not everyone can do their job.. and any EM should be part of a hiring process and keenly know that when you see a FAANG on someone's resume, people tend to have a bias either for or against it. Usually for.
I'm an EM, and going from an IC to a TL or EM isn't a career progression. It's a career change.
I've known some amazing ICs with terrible managerial skills, they are adept at what they do, but they lack the skills needed to handle people, or to constantly context shift all day, every day.
Now what happens when you suddenly get that IC into a managerial role, and force them to context shift, or manage people's needs, and balance the team dynamics?
They quit, or others under then quit. Perhaps both.
I very much dislike this article for two reasons;
1. She outlines EM as part of a career progression that ICs go on. 2. She was part of two absolute rocketships and didn't realise the reasons she got where she was is at least partially because of that.
Any EM should be aware that not everyone can do their job.. and any EM should be part of a hiring process and keenly know that when you see a FAANG on someone's resume, people tend to have a bias either for or against it. Usually for.