When not comfortable (under threat), or job lost, the prospect of finding a similar job is much worse than a hands-on developer, because the number of senior mgr jobs is much smaller.
Avichal basically said he would avoid hands-off manager roles.
As contractor, most of the time I feel very relaxed about moving in and out. The price to pay, of course, is lower salary.
A technical or contract role is less complicated, though relationships are also important and can make your life very stressful or relatively easy.
In ## 2 heaviest work stressors, I listed “figure-things-out” as a key stressor — if I’m reasonably fast on this front, then the relationships have limited impact on my stress level at work. Not true for a manager role — even if you get things done fast enough, relationships can still mess up your life.
- the relationship with the immediate boss is most critical. I had many problems in the past.
- relationship with other teams. Dependency means … stressful relationship
- relationship with big bosses
- relationship with subordinates can also become difficult. Shuo told me it was not for him, but I feel some managers depend on some key subordinates. Dependency means stress.
- managing a non-performing subordinates … is not easy at all. I could see Kevin had headaches with me.
- relationship with key business users. I feel Venkat (ICE) is under that pressure.
There are individual differences, but I now feel majority of manager-decision-makers (U.S./Singapore) do feel a higher resistance to let go an FTE rather than a contractor. Deterrence:
- expectation of affected employee that the job is long-term. Most managers won’t ignore your feeling. They are worried about your complaints
- reflection on her own record as a manager
- they often prefer an internal transfer
- formal performance improvement process is not required for non-performing contractor
- official complaints
- litigation (in the U.S.)
The deterrences are a form of protection for the FTE, but paradoxically, I hate these deterrences, as they lengthen the slow death.
contractor is most care-free. Even As an employee, the pressure to deliver is lower than the mgr.
As a junior VP (perhaps a system owner) you could still stay behind a shield (defend yourself) — “I did my best given the limitations and constraints”. However, As mgr, you are more expected to own the task and solve those problems at a higher level of effectiveness, including negotiations with other departments.
“Results or reasons?” … is the manager’s performance review.
Recall Yang, Stirt-risk …
- —- past barometer due to project delivery pressure —-
- GS – 10/10, “if i quit GS I may have to quit this country; I must Not quit”
- Stirt – 8
- Mac – 7
- OC – 5, largely due to fear of bonus stigma
- 95G, Barc – 3, due to mgr pressurizing
- Citi – 2
I won’t have the freedom to say no …
I just hate these occasions.
They add no value to my career.
I have always valued some chitchat parters in office… I wouldn’t want to trade that freedom for some 20k additional salary
free blogging is important to me…
see contractor^mgr^FTE-dev ]U.S.
Statistically, perhaps 30% of the VP titles are actually team managers.
- EMP world
- Chartered — mentor
- Catcha — architect
- NIT — consulting architect
- GS — mentor for Sinduja
- GS — system owner for ErrorMemos + AISE
some of the leadership positions I was considered but didn’t win — Mac, Agilent,