>I believe that great leaders have to be able to dig into the details, have an incredibly high bar for quality, and ultimately do great IC work themselves. Great managers have to manage the work - they should primarily be responsible for quality and speed of output. Managing people must be secondary to managing the product.
Some nice take always:
-Never make someone a manager if they are not capable of being an being an reasonably competent _technical_ IC.
-If there is a situation where a manager who is not a capable ( for what ever reason) IC manages a team, then a capable IC member must be given authority to overrule any decisions that the manager may make. In this case the manger is just a co-ordinater/secretary.
- When a potential manager joins a company, make them do IC works. (already covered in the essay : ' customer service for one day a month..' )
Some nice take always:
-Never make someone a manager if they are not capable of being an being an reasonably competent _technical_ IC.
-If there is a situation where a manager who is not a capable ( for what ever reason) IC manages a team, then a capable IC member must be given authority to overrule any decisions that the manager may make. In this case the manger is just a co-ordinater/secretary.
- When a potential manager joins a company, make them do IC works. (already covered in the essay : ' customer service for one day a month..' )