> There's a different perspective, which is that there are different kinds of management.
I don’t understand why this is a different perspective. The dynamic I’m describing applies if you start promoting junior engineers to these roles as well (based on interest in management and ineptitude in hands-on engineering).
> Generalists who can invent the future with some accuracy are particularly valuable. Giving them space to pursue that within some very broad strategic goals is far more valuable than "promoting" them to team management.
In my experience it’s very hard to invent the future and realise the vision without some sort of formal leadership / management (in the broadest sense) role. (Unless it’s small enough for one or two people to build of course.)
I don’t understand why this is a different perspective. The dynamic I’m describing applies if you start promoting junior engineers to these roles as well (based on interest in management and ineptitude in hands-on engineering).
> Generalists who can invent the future with some accuracy are particularly valuable. Giving them space to pursue that within some very broad strategic goals is far more valuable than "promoting" them to team management.
In my experience it’s very hard to invent the future and realise the vision without some sort of formal leadership / management (in the broadest sense) role. (Unless it’s small enough for one or two people to build of course.)