re: Stop Being A Hated IT Overlord
I agree with Mr. Feldman on a number of points here. The one that stands out for me is "too often employees are given managerial roles as a reward for success". This is a feature of the hierarchical nature of remuneration in most companies, especially larger ones. Having spent some time in management as well as technical design and development, I can say I found quite a number of very well meaning people in management who tried to do their jobs, but never quite made it. They often got there because they were good technical people and the company wanted to reward them, but an increase in pay required a move to management. It seems to me that if you want really good technical people to be there to do a good job for you, and that job requires the ability to do detailed, complex work, it is counterproductive to have restrictive pay structures for non-management positions. Pushing a really good, productive architect/designer/programmer into a management job could end up costing way more in project deficiencies due to poor management than it would be pay that person extra and keep him or her in a technical role. Why shouldn't a top technical person effectively be a peer with a someone in middle management? Would it not be highly beneficial to have persons as well paid in-house consultants who don't have to be managers? Is it not possible that a well qualified, productive, and contented technical worker can end up becoming less productive by either feeling that he or she is stuck as an unappreciated builder or becoming a bored and out of place manager?