Read on Twitter
I had a good talk yesterday with a friend, about management. A management antipattern jumped out to me.
Successful managers handle process/organization type work. They don't end to handle execution details.
Successful managers handle process/organization type work. They don't end to handle execution details.
In this case, said friend had a manager who they had increasing conflicts with. The conflicts were over (a) implementation details (b) authority politics around who asks who for guidance.
The manager had less hands-on experience, and over time was less capable of micromanaging implementation details and decisions. My friend had a lot of experience, and became a goto for knowledge and guidance.
This strikes me as something that should be the _opposite_ of a problem to a more capable manager. The manager's job is making sure the team achieves their objectives within acceptable parameters. Having senior ICs available to dictate execution details is GOOD.
