I think this might scare some people off from management unnecessarily.

A lot of what's being described here is important for new managers to understand, but eventually, once you find your footing, you can start to determine where the rules can bend.

For instance, a lot of new managers struggle because they want to keep a foot in the IC world. I think most new managers would benefit from stepping away from the code for an extended period of time. But many experienced managers do eventually return back to writing code while still serving in a management role, although certainly not at the level they did before.

Likewise, it's really important for new managers to understand that friendship dynamics will change. But that doesn't mean that you can't foster very warm relationships with people who report to you. Just like a teacher-student relationship, you can have great fondness for each other while recognizing that there are some lines that absolutely can't be crossed.

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jms703 3 hours ago | parent | next [-]

If it scares you off, thats a good thing. A manager who doesn't want to do these things might not be an effective manager. I think its better to go in eyes open to what it really means. I think the author did a good job of that.

I was hoping for more upsides, but, I'm not surprised by the short list either.

	▲	gopher_space 2 hours ago \| parent [-]
		It's a service-oriented job that attracts people who like to control other people. There are only so many upsides to a situation like that. Here's my favorite take on the subject: > "Police business is a hell of a problem. It's a good deal like politics. It asks for the highest type of men, and there's nothing in it to attract the highest type of men. So we have to work with what we get—and we get things like this." - Raymond Chandler The Lady in the Lake

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smcg 2 hours ago | parent | prev [-]

It confirmed that management would be a bad choice for me. If anything I think that the article is going to give people the ability to say "no" if they are on the fence. I don't want to sell. I don't want to politic. I don't want to know about re-orgs before the employees whom it actually affects. I don't want to lay off someone because my team's profits are being siphoned by others. I don't want to carry upper management's BS and tell it to my coworkers with a straight face. And if you do, I hope it keeps you up a little bit at night.

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jawns 2 hours ago | parent | next [-]

Those are definitely the down sides. As a manager who has had to let people go, no matter how deserved, it is a part of the job that I wish I didn't have to do, and it does disturb my sleep and peace.

But there are some very meaningful upsides as well, and the one that rises above all the rest is that I genuinely love working with teams and helping them grow.

Based on your list of things you don't want to do, I would say that if you can enjoy the success and stability you wish to have while avoiding all of those things, then more power to you! But keep in mind that in most businesses, _somebody_ has to do those less desirable things, or the business isn't going to stay afloat.

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smcg an hour ago | parent | next [-]

I've seen people fired that produced 10x+ their salary in value. That certainly isn't desirable, nor is it necessary. In one case it was because a flailing upper manager was trying to find a scapegoat. I don't see ethical people get promoted to upper management. In fact, they seem to weed those people out on purpose.

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hypfer an hour ago | parent | prev [-]

Genuine question:

If it was actually deserved, why does it bother you?

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jawns 34 minutes ago | parent [-]

Here's a concrete example. I hired somebody who was really impressive during the interview process, but then soon realized they just didn't have the right skills for the role. He wasn't a bad person. Had a family, and I knew it would be a big disruption for them to have to go through job searching again.

Another case. A guy I managed caused a lot of friction with one particular co-worker, and it came to a head when he he stepped way over the line and veered into personal attacks on a call. Had to let him go, and I was angry with him at the time, but it still pained me to do it and was on my mind for quite some time.

	▲	smcg 28 minutes ago \| parent [-]
		I agree those are two common scenarios where it would be painful. Those two people were not good fits for their roles, so hopefully they found something more appropriate.

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Esophagus4 2 hours ago | parent | prev [-]

I know three really good engineers who have said the same for exactly those reasons. (eg “I don’t want to choose who gets laid off” etc)

I totally respect that, and the people I know who said that to me are typically very strong and experienced engineers.