I've yet to meet a manager whose only job isn't a futile attempt to make themselves relevant to the process.
Only useful managers are those who are actually performing a dual-role as some sort of social lubricant for the team. You could just replace that manager role with a social engineer whose responsibility is to further psychological safety for everyone, and drop the pretense that they know anything about technology or manage what everyone should do.
I have seen managers who were very effective at their work. But they actually understood the software in depth and were very skilled at shielding the team from politics.
Comments
I've yet to meet a manager whose only job isn't a futile attempt to make themselves relevant to the process.
Only useful managers are those who are actually performing a dual-role as some sort of social lubricant for the team. You could just replace that manager role with a social engineer whose responsibility is to further psychological safety for everyone, and drop the pretense that they know anything about technology or manage what everyone should do.
I have seen managers who were very effective at their work. But they actually understood the software in depth and were very skilled at shielding the team from politics.
Yep. I suspect many engineers feel this way.