Comments by "Brent Jacobs" (@br3nto) on "When Should a Programmer Become a Manager?" video.

10:14 managers are the ones who should be setting the good example of work life balance… not pushing work to dominate
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My partner and I have had endless discussions about this. People management and technical management are related but very distinct things. E.g I can technically manage a project without the people administration aspect. Sure there is cross over, but that can be managed. My partner and I devised a system where every person belonged to a “home group” distinct from their technical teams they were part of. The person running the home group does the people leading and administration, whereas technical leaders lead the technical groups or projects. It also allows technical teams to form and disband quickly based on the needs of the business while maintaining continuity via the home group. If technical leaders have issues with members of their project team, they can coordinate with the home group leaders and the individual to help resolve problems. We also don’t think that the traditional idea of “manager” is a good idea… that is, putting a manager on a pedestal above other people. Every person in an organisation performs a specific function, e.g people leading teams of people have to perform specific communication and coordination functions, they aren’t any more or less special than other technical person on the team. The person in that role has to be proficient and trained at those responsibilities and processes.
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@189Blake my partner and I always thought this too. We think the concept of people management/leadership and technical management/leadership are conflated. People management takes away the useful time technical experts in management positions have to actually be technical leaders. So we came up with a new business hierarchy. Instead of managers, each person belongs to a home group, and each home group has one or more people leaders. These people are responsible for people managing and administration. Then for actual work, people belong to one or more teams. Teams may be long lived, or temporary for the duration of a project. Rather than managers, teams have different roles based on need, administrative type roles, coordination/facilitation type roles, technical expertise roles, etc. it is recognised that each person plays an equally important part for correct functioning and output of the team, but there is no traditional manager or management hierarchy where those leadership positions are placed on pedestals. All roles are equal because all roles require specific technical expertise. Therefore, pay is based on experience and expertise instead of luck to get into a small pool of positions in some arbitrary management hierarchy. It means that people can swap and change roles with greater fluidity, allowing team structures defined in Team Topologies. If there are people troubles on teams, the troubles can be navigated with the help of the home group leaders.
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