Career growth: Why managers grow rapidly

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While working in my first two years MetaI was an individual contributor (IC) engineer. Then, after an encouraging review, my manager asked if I would start managing my own team. I had a strong performance rating and earned confidence between my colleagues and leadership teams, and the organization’s headcon was steadily increasing every year.

This is the standard original story for engineers who transition for management. But the skills required to succeed as an engineer and what a manager should have is quite different. Strong engineers succeed through rigorous analytical ability and deep work. Inspire strong manager (whose work is definitely un-inflammatory!) And grow people careerWhile a moment notice is being designed to jump into issues.

The ideal motivation to become manager is simple: You care about guysManagement is naturally a person-oriented WorkWhich means that managers should develop their reports through positive and creative response. A good manager cares about searching for the field of talent of each person and then assigns the work that matches the best from the engineer’s profile. It has the ability to enhance the sub -product effect, but it should not be the primary purpose.

A common, yet misleading, the reason for switching on management is to earn more money. At least within large tech companies, the same amount is paid to managers and ICS at the same level. In fact, some companies deliberately pay less to their managers, to discourage bus fare engineers who are adapted to compensation rather than people.

However, it is worth calling out the nuances here. At more senior levels, managers are promoted at a faster rates than ICS. The influence of a manager is largely derived from their influence in an ORG, including the number of people in his reporting series. A director with 50 engineers in his ORG can effectively “claim” for his team’s people.

On the other hand, an individual contributor at the director level should produce output, which is a similar measure of the same effect of sending 50 engineers. As you can imagine, it is very difficult. At these levels, IC promotion requires the level of technical talent which is difficult to breed firmly.

Managers are often promoted as they submit more people under them. This process can again be through orgs or employee departure, not necessarily through the unique contribution of the manager. The result is that the managers who roam for a long time careerEmpilishly, this is clear in the data. In a company like Meta or Google, there are more VP-level managers than being equivalent level IC engineers.

In the long term, therefore, managers earn more money than individual contributors. This is not necessarily wrong, but you should reflect on your encouragement and determine what you will complete beyond the money.

I said yes to the opportunity of management that I was introduced, and I am very happy that I did. somehow WorkThere were parts that I liked and whatever I did, and I switched back to the IC ladder within a year.

-A male name

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