Interesting post, thanks.

My idea of a good manager is someone who takes my technical recommendation and makes a decision using that information. Your manager made a different decision than the one that you recommended, perhaps based on budget information that you didn't have or need to know.

That's the organization's fault -- save a little now, pay a lot more later. Yeah, that's stupid.

Yup, quite true. That can be a good thing, or it can be a bad thing.

Disagree. I'm actually glad someone else has the talent for doing Sales and Marketing. I suck at both those activities.

I think 'lack' is too strong a word -- geeks get on quite well with other geeks; you should see how chatty some Perlmongers meetings or YAPC events are. Let's say that they are not as talented at communicating.

That's a mis-perception -- sure, as a technical person I can get fascinated by technical minutiae, but I am also able to pull back and think about the big picture.

This is the most difficult statement to wish away, and probably requires a Meditation all on its own.

A manager usually doesn't get to 'do' any more -- he or she gets to direct others who do the doing. But there are two kinds of managers, people managers and technical managers; I sure don't want to be the first type of manager, but I'd love a chance to be the second kind of manager.

Wrestling a tough technical issue to the ground is what challenges me. Dealing with a difficult employee situation gives me the willies.

Alex / talexb / Toronto

"Groklaw is the open-source mentality applied to legal research" ~ Linus Torvalds

In reply to Re: IT Management, outsourcing & technical skills by talexb
in thread IT Management, outsourcing & technical skills by g0n

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