The question of whether engineering managers should still code is complex and depends heavily on context. While coding can offer benefits like maintaining technical skills, understanding team challenges, and contributing to urgent projects, it also carries risks. Managers might get bogged down in coding tasks, neglecting their primary responsibilities of team leadership, mentorship, and strategic planning. Ultimately, the decision hinges on factors like team size, company culture, the manager's individual skills and preferences, and the specific needs of the project. Striking a balance is crucial – staying technically involved without sacrificing management duties leads to the most effective leadership.
The article "Should Managers Still Code?" explores the multifaceted question of whether engineering managers should continue to write code as part of their responsibilities. The author acknowledges the inherent complexity of the issue, arguing that a simple yes or no answer is insufficient and potentially misleading. Instead, the article advocates for a nuanced approach that considers various factors contributing to the decision-making process.
A central theme revolves around the evolving role of the engineering manager. As managers progress in their careers, their responsibilities shift from primarily individual contribution through coding to focusing on team leadership, strategic planning, and mentorship. This transition often necessitates a decrease in the amount of time dedicated to hands-on coding. The article posits that forcing managers to maintain a high level of coding output can detract from their ability to effectively perform these crucial managerial duties.
However, the article also recognizes the potential benefits of managers continuing to engage with code, even if at a reduced capacity. Staying connected to the technical intricacies of projects can enhance a manager's understanding of the challenges faced by their team, facilitate more informed decision-making, and foster credibility and respect among team members. This involvement can take various forms, from contributing to smaller bug fixes and code reviews to assisting with architectural design discussions and technical problem-solving.
The article emphasizes the importance of aligning coding activities with the specific context of the organization and the individual manager's skillset. Factors such as the size and structure of the team, the nature of the projects being undertaken, the manager's technical expertise, and the overall company culture all play a role in determining the optimal balance between management responsibilities and coding contributions. Furthermore, the article suggests that individual preferences and career aspirations should also be considered, acknowledging that some managers derive significant satisfaction from continuing to engage in hands-on coding while others prefer to focus primarily on leadership and strategic direction.
Ultimately, the article concludes that the decision of whether or not managers should code is not a binary one, but rather a spectrum. It encourages managers to thoughtfully evaluate their own circumstances and make informed choices that align with their individual strengths, the needs of their team, and the overall goals of the organization. A dynamic approach that allows for flexibility and adaptation over time is presented as the most effective strategy, enabling managers to maximize their impact and contribute meaningfully to the success of their teams and the company as a whole.
Summary of Comments ( 91 )
https://news.ycombinator.com/item?id=43256113
HN commenters largely agree that the question of whether managers should code isn't binary. Many argue that context matters significantly, depending on company size, team maturity, and the manager's individual strengths. Some believe coding helps managers stay connected to the technical challenges their teams face, fostering better empathy and decision-making. Others contend that focusing on management tasks, like mentoring and removing roadblocks, offers more value as a team grows. Several commenters stressed the importance of delegation and empowering team members, rather than a manager trying to do everything. A few pointed out the risk of managers becoming bottlenecks if they remain deeply involved in coding, while others suggested allocating dedicated coding time for managers to stay sharp and contribute technically. There's a general consensus that strong technical skills remain valuable for managers, even if they're not writing production code daily.
The Hacker News post "Should managers still code?" generated a significant discussion with diverse viewpoints. Many commenters agreed that the question itself is too simplistic and depends heavily on context, such as company size, team maturity, individual skills, and the specific industry.
Several compelling comments highlighted the nuances of the situation. One commenter argued that coding ability remains crucial for managers to effectively mentor and guide their teams, especially in highly technical fields. They emphasized that understanding the challenges faced by their team, offering practical advice, and accurately estimating timelines requires firsthand experience with the codebase.
Another compelling comment pointed out the distinction between "coding" and "staying technical." They suggested that while managers might not need to write production code regularly, they should still maintain a deep understanding of the underlying technologies, architectural decisions, and system design. This allows them to make informed strategic choices and effectively communicate with engineers and stakeholders.
The trade-offs between management responsibilities and coding time were also a recurring theme. Some commenters shared personal anecdotes about how they struggled to balance both, leading to either neglecting their management duties or falling behind on technical skills. They suggested that dedicating specific time slots for coding or focusing on small, non-critical tasks could help maintain technical proficiency without sacrificing management responsibilities.
Some argued that as a manager progresses in their career, their focus should shift from individual contributions to empowering their team. They emphasized the importance of delegation, mentorship, and creating a supportive environment where engineers can thrive. In this view, coding becomes less important than leadership skills, communication, and strategic thinking.
The discussion also touched on the potential downsides of managers coding. One commenter cautioned against managers becoming bottlenecks or inadvertently micromanaging their teams by taking on coding tasks that could be delegated to team members. They stressed the importance of clear boundaries and effective task allocation.
Finally, some commenters proposed alternative solutions, such as rotating technical leadership roles within the team or creating dedicated "architect" positions for individuals who want to remain deeply involved in the technical aspects of the project without taking on full management responsibilities.
Overall, the Hacker News comments presented a balanced perspective on the question of whether managers should code, emphasizing the importance of context, trade-offs, and the evolving nature of the role as managers progress in their careers.