At the same time most of the people they are managing are nowhere near as good as they were at doing the actual work
While I'm good at what I do, I wouldn't class myself as an "incredible engineer." But as a manager, I encounter this frustration all the time. Sometimes, I want to scream "that shouldn't take all day: I could do it in 20 minutes."
But I have to stop, take a deep breath, and use it as a teaching moment. "Can you give me a breakdown for all of those tasks individually so we can see if there's a possibility to reduce scope and bring the time in?" becomes the more polite way to phrase what I'm thinking.
It's a variation of having to remind my developers that we're here to make the customer's life better; not to make their jobs easier.
Comments
At the same time most of the people they are managing are nowhere near as good as they were at doing the actual work
While I'm good at what I do, I wouldn't class myself as an "incredible engineer." But as a manager, I encounter this frustration all the time. Sometimes, I want to scream "that shouldn't take all day: I could do it in 20 minutes."
But I have to stop, take a deep breath, and use it as a teaching moment. "Can you give me a breakdown for all of those tasks individually so we can see if there's a possibility to reduce scope and bring the time in?" becomes the more polite way to phrase what I'm thinking.
It's a variation of having to remind my developers that we're here to make the customer's life better; not to make their jobs easier.
You probably couldn't do it in 20 minutes.