>If you are a senior engineer, the bottom line is that I wouldn’t recommend the jump to management right now. I would wait a couple of years to see how things will look like.
> BUT, and it’s a big but - if your gut tells you to do it (and not your brain), if it’s truly a path you want to pursue - then go for it!
It feels more like the purpose of this article was to get the sponsored segment out than to actually give useful advice. Like how is this the conclusion?
> For my friend specifically, staying on the IC track, becoming a Staff engineer and switching companies would have given him ~20-30% more than the EM promotion he was offered.
Company promotions do not give a higher salary bump than moving companies. The friend could be at a company that pays less for all roles. Additionally, that visualisation does a low-high representation and doesn't take outliers into account. Staff engineer roles tend to have outliers when it comes to salaries. EM roles do not
If anyone wants some advice from an engineering director
* If you only want to become an EM for the money, you probably won't like it. It's the same as an engineer that's only coding for the money. The more you like something, the more you would want to learn it
* The EM title means different things at different companies. Some companies are only/mostly about line management duties. In other companies, you're expected to do project + stakeholder management. In other companies, you're also expected to do operations, budgeting and technical + business strategy. As you can see, it's different to an IC who is building software and there's more of a focus on the things around building software.
* Being hands on is one thing. But what distinguishes one EM from another is engineer empathy. If you're an EM on the team and haven't did a PR (with or without ai), then you have zero empathy for your engineers because you have no idea what it takes to build a feature for your team. Using LLMs improves engineer empathy, but you need to learn it despite it.
* AI/LLMs will change two main things: the ability for an EM to be more hands on and the way EMs design team processes. Just like it changes engineer's ability to code, the EM needs to think holistically on how the development process will change and adapt accordingly. Do you have a path for the team to use AI agents? Do you have ways to reduce meetings and achieve the same level of alignment with LLMs? This is the type of thing EMs will/should be thinking about.
* The career path of an EM is largely dependent on the growth of a company. You will only get "stuck" if your company is not growing. If a company grows, there will be a need to hire engineers, then hire someone that manages those engineers and eventually someone that manages those managers.
* The other thing about EM careers. Advancement also depends on how well you are fitting into the business. For small companies, being more hands on as an EM is better. For larger companies, fitting in well with the company values, culture and leadership principles of the company is better.
I really don't appreciate the author's lack of understanding on how engineering leadership works and the general gatekeeping in this article. Sure AI is changing things, but there's really no need to steer people away and gatekeep roles like this role implies.