The arguments:

* It's a bad time to move away from tech

As a manager your role isn't to be the "best technical person" anyway. You still need to understand fast-changing capabilities of course. But you are managing people now, and the required skills are different. See below.

* The ladder is very competitive

It's always competitive, and in my experience it was the exact opposite - there were far fewer VP-level technical roles than VP people managers.

* The pay is lower (for senior managers vs. senior technical track)

Again, this is the opposite of my experience (besides at the first-line manager level, where pay was comparable.) Where I worked managers could quickly get paid more with more responsibility. I always thought it was because managing people is actually a lot less fun (at least for me it was.)

The biggest reason not to become a manager is because _it is a completely different job_. Although managers need to be technically competent, management skills are much more about people (and politics.) If that isn't your jam, then don't become a manager.

▲

8 hours ago | parent | next [-]

[deleted]

▲

alephnerd 8 hours ago | parent | prev [-]

I think you underestimate the job mobility that is lost when you transition from being an individual contributor into someone on the management track.

The reality is, there are very few EM and above jobs, and job security is tough - if I have to choose between firing an EM or a SWE, I'd fire the EM first because I can always find another replacement or split their responsibilities across multiple individual contributors and the PM.

If an EM is laid off or fired, it's extremely difficult to find another role, and it truly is a terminal position. Why would I hire a laid off or fired EM or Director when I can promote internally or hire someone from within my network?

Additionally, back when I was an SE, if we had a deal go bad in order to protect our ass we'd blame the EM so that we can have a head on the platter to hand our CRO, unlike a seasoned SWE who can push back and argue PM requirements were unclear and PM can argue that sales+product was aligned.

▲

ahtihn 6 hours ago | parent | next [-]

> if I have to choose between firing an EM or a SWE

When does this choice ever come up?

My experience is that most engineers are seen as interchangeable while most EMs aren't.

Only time I've seen EMs fired for economic reasons is when a larger amount of engineers were also laid off.

	▲	Atreiden an hour ago \| parent \| next [-]
		Anecdotally, pretty often. Whenever there is an engineering org failure, whether it be missed deadlines, unreliable software, missed KPIs, etc, there is no such thing as a truly blameless org. Somebody will be accountable in the eyes of leadership, and that boils down to this very choice. Was it the devs fault for shipping code with a disastrous edge case, or the EMs fault for over- allocating work, resulting in less-refined code and a minimal review process that let the defect slip into production? Just as an example.
	▲	alephnerd 4 hours ago \| parent \| prev [-]
		> When does this choice ever come up Fairly often, but we usually manage them out so that line-level engineers don't get paranoid and jump ship. When an EM is suddenly shifted to work on another project, or all you ICs are suddenly talking to other managers or staffed on other projects, that's us as organizations managing out the malcontent and messaging to them that their time is up.

▲

GlibMonkeyDeath 6 hours ago | parent | prev [-]

I agree at the first-line manager level (which this article is about), it's tough to get hired from outside, so getting the same position somewhere else after a layoff will be a tough job search.

My comment was more on the next levels - there seemed to be about as many high-level technical roles as managers (paid similarly) where I worked in biotech (that might be a different situation for software-only companies.) And there were more Directors/VP's than Principals/Fellows for sure. So at some point the "ladder width" crosses over.

And if you get laid off as a senior IC, good luck getting hired into another IC position. Age discrimination is real. The robust network is a must for anyone, manager or IC, in this case.

	▲	alephnerd 4 hours ago \| parent [-]
		> My comment was more on the next levels - there seemed to be about as many high-level technical roles as managers (paid similarly) where I worked in biotech (that might be a different situation for software-only companies.) And there were more Directors/VP's than Principals/Fellows for sure. So at some point the "ladder width" crosses over. Yea. Biotech is different. The equivalent of a VP for a specific formulation at a Pfizer would be a Staff or Principal Product Manager at a Salesforce. In software, Engineering Managers have increasingly become solely people+program managers with a bit of a technical component. EMs aren't expected to own product - that's PMs. Additonally, EMs aren't expected to own architecture - that's Principal and Distinguished Engineers. All that leaves EMs is program management.