Middle management roles are also a trap
AI Summary
Middle management roles often act as a career trap for engineers aiming to become executives. While middle management teaches vital organizational skills like balancing stakeholder pressure, resource allocation, and defining processes, it hinders the practice of core executive skills such as developing deep domain expertise, driving execution, and building organizational culture. The metrics and feedback loops for successful middle managers frequently penalize the behaviors needed to be an effective executive.
Key Takeaways
- Middle management focuses on stakeholder pressure, process operation, and resource allocation.
- Key executive skills like domain expertise and driving execution are better practiced as line managers.
- Companies often select middle managers for middle management longevity rather than future executive potential.
Why it matters
Understanding the limitations of middle management prevents engineering leaders from stalling their career progression when transitioning from line management to executive leadership.
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