The Promotion Paradox: Why Your Best People Make Awful Managers
The fluorescent hum of the conference room was a physical weight. David’s eyes burned, not from fatigue, but from the sheer alien nature of the spreadsheet glowing on the 63-inch monitor. Each cell contained a number that felt both monumentally important and utterly meaningless. He was staring at a projected Q3 budget variance of negative $43,273, and the only thought in his head was about the elegant simplicity of a recursive function he’d been sketching out before this meeting was forced upon him. For 13 years, David wrote code. Not just code, but the kind of clean, efficient, almost poetic architecture that other engineers studied. He solved impossible problems. He was the go-to, the wizard, the one who could untangle any knot. So they gave him a team of 13 people, a budget, and a title: Engineering Manager. And in doing so, they had taken the one thing he was brilliant at and replaced it with a dozen things he was terrible at.
Expert Craft
New Responsibilities
We are obsessed with a deeply flawed idea: that the reward for being good at a job is to stop doing that job. We take our best violinist and make them the conductor. We take our best chef and make them a restaurant administrator. We take our best salesperson and chain them to a desk to approve expense reports. Then we act surprised when the music