Expect a different title track, different comp ranges(it's likely in the project management job family, go compare on bls.gov), and likely a manager without experience in your new practice. If you're the first/only, you're also looking at making sure folks understands your role, and how to value your efforts.
I haven't seen folks make the change in formal role. I have seen folks take on the role, and I've taken it on myself (not my fave) with moderate success to make things happen.
Biggest advice: support the people in producing good outcomes, any processes should serve that. But the people create the outcomes, the process is a disposable tool.
Yeah, that is really important to me: It's the people, not the process that matters. However, if things get heated, it's good to have something to fall back to and start over.
Me! I'm working on myself as a physical machine that carries my experience through the world, and my ability to make that a fun and exciting journey full of connections, support, and joy.
1) If everyone else seems like a jerk, maybe you're the jerk. Hard for anyone here to know. I've been the jerk before, happens to all of us. Not everyone stops being the jerk.
2) Sounds like you don't vibe with the culture around feedback, and you're early career. Maybe look around seeking a strong culture of direct feedback as a positive thing you're seeking to help you grow. Seems like a great way to spend your questions at the end of a couple interview panels.
Nobody is calling me out on the merits of point. They are just okay as long as it doesn't back fire them. In this case, the seniors are okay as long as they are not questioned on the estimates.
The team has a culture of not snitching on managers. So till now no one (including me) has pointed to manager that there is an issue. I don't think if any one called out then he would care also.
Would I as a 40 year old middle manager in Texas take a shot at living in rural central Europe for 4 months to work on ML for factory automation? Might feel lonely because I probably wouldn't move my family with me and take my kid out of school, but yes, that sounds like fun, like a great chapter in a life well lived.
Tech debt either makes changes more expensive to implement, or adds operational work to your development team. The rest is bugs, features, and stuff you want to change. Addressing technical debt should result in the ability to make changes faster or make mores changes.
You're missing that part where soft contribution is dropped. It's doing less work because the person aren't sharing skills and knowledge with the wider organization. That is valued work.
> You're missing that part where soft contribution is dropped.
Is it really, though?
Chatting over Slack can help everyone involved as it cuts down on meetings or even the need to focus synchronously on someone else's issue, and you can create group meetings with a couple of clicks. It's also trivial to setup an internal wiki.
It sounds like you're up selling in-person meetings while completely ignoring how everyone has been working for two years now.
Right. Purposeful knowledge sharing isn't really impacted by remote work, only casual and incidental sharing is (eg. the kind of knowledge you pick up from overhearing a conversation or a rant).
Frankly, relying on knowledge sharing being a deliberate practice seems like a good tradeoff if what is lost is the random osmosis facilitated by overhearing highly distracting conversations, which is even less reliable than rumor.
Just as a general rule in conversation, invoking so-and-so's law or this fence isn't a productive tactic. Instead, ask the question that wisdom suggests you ask, and for this bothersome fence in particular, keep in mind that you are weighing an unidentified consequence against a proposed benefit, and at least endeavor to expend some of your own effort on suggesting what the value of the fence might be or how one might go about finding it. You may find some of that effort has been undertaken and that failure has not been shared.
> invoking so-and-so's law or this fence isn't a productive tactic.
Not true. If we both are familiar with the concept, saying "Consider Chesterson's fence" conveys a lot of information. If we aren't, chasing down the reference will almost always result in a much more articulate version of the concept than whatever you or I would come up with on the fly.
Conceptually, this is rather like lossy compression with a shared dictionary. In practice your likeness has still been trasmitted. Jpeg files are after all just numbers too, merely less specialized.
I haven't seen folks make the change in formal role. I have seen folks take on the role, and I've taken it on myself (not my fave) with moderate success to make things happen.
Biggest advice: support the people in producing good outcomes, any processes should serve that. But the people create the outcomes, the process is a disposable tool.