| > Look for example Peter Norvig, 100% hands on technical type, but in a high management position.
Just one time in my career, for about one year, I was tech lead on a small, wildly talented team. When you are "managing" highly-skilled, highly-motivated people who are paid very well... you don't have to do very much. Talk to them for a few mins a day. Be available they have questions. Else, it runs itself. Probably, the biggest enemy of success on those teams is intellectual boredom! I assume that Peter Norvig does very little day-to-day management. Instead, he is working in the same way that I was. It is much harder to be a good manager when you don't have all of the stars aligned: less skilled, or less motivated, or less well paid. |
