> The skills required of managers are totally distinct from the skills required to design and implement computer systems
Some of them are, sure, but one of the skills necessary to effective management is understanding of the work being managed (especially the work at the immediate subordinate level and, if it exists, the next level down.) At the executive level, that probably doesn’t require more than very casual awareness of any of the line work, but at the level of first and second line managers it absolutely does, and its usually a lot easier to find a worker with the right talent to learn the additional skills of management than a “generic manager” who can OJT learn the domain.
I’ve spent most of my adult life in and around tech orgs, and the next even half-competent line- or second-level manager that didn’t start out as an IC I meet will be the first.
I know a lot of people agree, but the most effective organization I ever worked in had managers who _only_ knew how to order furniture, arrange travel, and sign expense reports. The less effective orgs have all had managers who at some level or another believed they were involved and knowledgable about the work.
The person who can estimate effort and risk, and sort the truth from the B.S., is your tech lead. The person who can do the seating chart, and relay the work products of the tech lead up the chain, is the manager.
Some of them are, sure, but one of the skills necessary to effective management is understanding of the work being managed (especially the work at the immediate subordinate level and, if it exists, the next level down.) At the executive level, that probably doesn’t require more than very casual awareness of any of the line work, but at the level of first and second line managers it absolutely does, and its usually a lot easier to find a worker with the right talent to learn the additional skills of management than a “generic manager” who can OJT learn the domain.
I’ve spent most of my adult life in and around tech orgs, and the next even half-competent line- or second-level manager that didn’t start out as an IC I meet will be the first.