In this post, we will explore capital (in)efficiency and why the current preoccupation with developer productivity (and efficiency overall) is a symptom of something else. We will discuss layoffs, trust, personal identity, and interest rates. It’s going to get heavy.
Skills, knowledge, experience, machinery, patents, copyrights, working capital, debt and equity, partner relationships, brand, etc.
A measure of how effectively a company uses its sources of capital to achieve its objectives, which may include growth, profitability, market share, and other strategic goals
A couple of the most common questions I get when coaching and mentoring people:
I’m thinking of applying for an engineering manager role. You’ve been doing this for a while… don’t you miss coding?
Or from the perspective of an early career engineering manager:
I like being hands on. I end up working overtime which is the only uninterrupted block of time I get. Even though it’s long hours, I feel really good when I get the chance to do that.
These highlight some of the reasons why it’s so hard to make the switch — not only that, but perhaps they hint at why some people should avoid the switch altogether. That is what I wanted to touch on in this article: why you should not move into engineering management.
Daniel Gross, former YC Partner and founder shares his wisdom of how to survive and thrive as a startup founder.
Mythical man month is a famous article. You should read it.
Attending this conference next month.