idk about your "anti-labor" strawman here. promoting wholly unqualified internal people who have never managed anyone before and expecting them to take over a high performing team is not a good plan, nor is it "anti-labor". think about the people on the team who have to suffer as this internal candidate learns things that anyone with schooling or training in management would already know. at least send them to a course first or something. "historical context" and "product insight" don't count for anything in an engineering manager. they're not a product designer. that engineering manager should manage engineers, not plan the product. if they want to plan product, pick a C-level position where they can do that and hire a _manager_ externally.
promoting wholly unqualified internal people who have never managed anyone before and expecting them to take over a high performing team is not a good plan, nor is it "anti-labor"
So provide training and mentoring.
We have normalised in our industry that the only way to progress is to job-hop, and it's actually to the detriment of both engineers who have to jump through the ridiculous hoops of interviewing these days, and companies who lose their valuable assets every day.
> We have normalised in our industry that the only way to progress is to job-hop
I share that this is a bad state but I think this situation is an exception. Almost all the engineering managers I know got promoted into management in a company where they held an IC position before. (Almost) nobody hires engineering managers without management experience.
this 100+ -The assumption a subject matter specialist who has fulfilled a role can become the C* is a fundamental problem. Everyone thinks it will work. Sometimes it works. Its not a given.
Managers have to learn how to be a manager. Believing anyone can do it ab initio devalues the role.
no way. you'll take someone who is a great individual contributor and find they're a terrible manager since they want to turn everyone else into _themselves_.
if you're going to promote from within, please send them to a course or something. get them some real training first or you'll have a predictable outcome.
having someone cut their teeth on you as their first management position is BS and the rest of the team will probably resent your new 'hire'
That's a good chunk of the role and why they got "promoted" though! You want more such cogs, so naturally you expect them to make others into similar-behaving cogs. Otherwise they're just "admin" and you might as well automate-them away with tools and processes.
exactly - was on a team where an individual contributor got promoted vertically to manager and thought they could create a good product by code reviewing everyone to death and demanding that they be the only one allowed to code review. no more tagging other teammates; just this manager
"Wouldn't it seem more likely that California latinos statistically disregard health officials advice" - No. For example: a lot of communities have intergenerational families living in close proximity due to lack of affordable housing, jobs, redlining, etc. Having many people living closer together explains being "most impacted" as well as (obviously better than but hey I'm being magnanimous) your thesis that people are choosing to "disregard advice". Just... no.
So is this just that poor people are disproportionately affected by covid?
I could say "Alaskans are disproportionately affected by testicular cancer", because their per capita rate of it is higher than any other state. But it has nothing to do with being Alaskan - they have a totally normal rate of testicular cancer - it is just because a higher percentage of men live there than anywhere else in the US.
And, her next tweet in that thread is her celebrating keeping playgrounds open. Yes, children need to play - but maybe they can spread covid there?
