3 Comments

I love this and strongly agree that what makes someone a great individual contributor does not necessarily translate to thriving (both excelling and enjoying) as a people manager.

I am curious though as to why you think many companies do not offer this dual career path. For example, do you think it is simply a misconception around the role of people management vs product management, or do you think that this problem stems more from limited resources at companies leading companies (particularly smaller ones) to structure product roles in a way that assumes that progress in product management means more people management because it is perhaps seen as more cost-effective? Would also love to see examples of companies that have implemented the dual career ladder successfully.

A very important topic and look forward to reading more!

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Thanks for sharing this and for the courage to expose a very streamlined thought. As respected as it can be, managerial and people leadership is very important. Yet, many leaders on the field, from NPOs to Education and Business are individual figures without the rank authority. They developed a community through a strong vision for a better future (whatever that might be) and spoke to both hearts and minds to rally others on their journey.

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Design orgs are rife with Peter Principle leaders who pivot to management for various reasons. Design leveling and ladders should take a cue (or two) from Engineering ones.

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