Comment by _heimdall
11 hours ago
> - No pure managers: Every leader at Coinbase must also be a strong and active individual contributor. Managers should be like player-coaches, getting their hands dirty alongside their teams.
This is going to end poorly for them. The only good managers I've had over around 20 years in the industry were 100% people managers and had no IC type of role expectations.
I've personally walked away from multiple manager role interview loops when I ask about the split only to find that they expected managers to also take on partial roles with IC engineering work. I know I can't be effective in either when having to juggle two entirely different hats, and in my anecdotal experience I've never seen anyone else do it well either.
At the first tier manager layer, an ideal manager has skills in their workers' domain. That doesn't mean their job should require participation in that domain. Requiring that signals they are somewhat desperate to run lean, which wouldn't be a red flag in a small company but does in a large one.
I do agree I'd expect a manager of ICs to know the domain, my point was simply that I never expect or want them to be contributing directly to IC work.
Having skills is not the same as be required to use them. If your manager is an IC he does not have the time to manage you. He will be trading off quality of his deliverables for your management. No rational person would opt to get fired.