Good points in this article about EM misconceptions. Adding to point #3 ("Managers don't need technical skills"), I'd emphasize that technical skills remain essential for performance reviews. You can't fairly evaluate someone's technical work if you've completely disconnected from the technical aspects yourself.
Exactly. I think that's why members would complain if they are managed by a PM role rather than an engineering manager role, which happens in PM-oriented organizations.
For the 2) some companies can benefit technical profiles better than management. It really depends company by company. Thank you for the link for compare salaries.
For the 5) the secrecy plays a great part. Also, it requires some experience to manage some impactful news/situations, plus understanding the overall context and ability to navigate those situations. It's a skill on its own.
Good points in this article about EM misconceptions. Adding to point #3 ("Managers don't need technical skills"), I'd emphasize that technical skills remain essential for performance reviews. You can't fairly evaluate someone's technical work if you've completely disconnected from the technical aspects yourself.
Exactly. I think that's why members would complain if they are managed by a PM role rather than an engineering manager role, which happens in PM-oriented organizations.
Great article!
For the 2) some companies can benefit technical profiles better than management. It really depends company by company. Thank you for the link for compare salaries.
For the 5) the secrecy plays a great part. Also, it requires some experience to manage some impactful news/situations, plus understanding the overall context and ability to navigate those situations. It's a skill on its own.
True. Many points depend on the organizational design. Thanks for sharing!
I have been there! Thanks for the insights about those common misconceptions.