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Chief
I have seen this happen many times. Technical excellence and people leadership require very different skills. Promoting the best expert into management can unintentionally remove a great specialist while creating an unprepared manager.
Conversation Starter
Agree
Incredibly accurate. Being good at your job does not mean you're going to be effective at leading others. Way too many of my managers have been exactly like this.
Conversation Starter
Yep, I think we have all seen this
"Managing people " is a soft skills, "Managing technical systems" is a hard skill. Learning and hard skill can be overcome by repetitive practice and dedication, learning how to talk to people is either something you're born with or its extremely hard to learn.
Conversation Starter
I don't disagree
Rising Star
I do think it's sometimes better to have the managers just be managers and leave the technical side to the experts.
Conversation Starter
Yep
That's very true, it's two different skillsets and a lot of people just don't possess both. The problem is that a good manager of people should also understand the technical issues. So that's the dilemma, you need someone with technical expertise in the role. It's possible that people are moved up too fast. Perhaps some time spent on learning management skills would be the best solution.
Conversation Starter
Yes, I wonder if any of them get any management specific training
Chief
Our company has a tech lead position for technical experts. Usually managing people is well know here to be a separate career path that requires a specific skill set aside from technical expertise. Depends on the company structure.
Conversation Starter
👍
I would say the bigger problem is making bosses who don't know anything 😂
Conversation Starter
Lol