High-level Managers Problem

qualities of bad managers

a quite popular saying that goes: “Employees don’t quit their jobs, they quit their managers.” And there’s a lot of truth in that saying.

One problem in tech is high-level managers who don’t have a clue about technical complexities but are trying to measure the impact of infrastructure projects and failing to understand their value proposition.

This is a huge problem across the industry, and what’s worse is that it ends up in significant amounts of work/effort on the part of the engineering groups to make up the difference between what *should* have been done and what was actually done.

this problem makes the employers found a way of leaving and working for practitioner managers who are not disconnected from the tech.

and Alternatively, high-level managers who do understand the impact of infrastructure projects but underestimate the time and cost of making them production-ready, rushing teams from MVP to MVP.

in another hand, for example, Facebook deals pretty well with this, the Senior engineers attend calibrations and make sure to point out when a manager is downplaying something important and impactful. Also works for calling out BS. also on @cloudarmory they push decision making to the edges. because the Command/control just isn’t the best way to leverage your expertise.

in conclusion, there are two things that sometimes help:

  1. make a business proposal, not a technical one. talk about return on investment, labour savings.
  2. make it clear the project won’t interfere with other tasks If that fails, it might be time to advocate for an engineering discretionary budget.