Debunking Myths and Exploring Realities to Help you Make an Informed Career Choice
Many engineers reach a point in their careers where they wonder, Is management my next step? It feels like a natural progression — a sign that you’re growing. But management is often misunderstood, and jumping in without fully grasping its challenges can lead to frustration. This post isn’t about discouraging you from pursuing management; rather, it’s about helping you make an informed decision based on my experiences and the valuable lessons from The Manager’s Path.
If you’re new to this series, welcome! This is part of a broader exploration of the challenges and growth opportunities in engineering careers. You can find the first post here, which sets the stage for understanding the pivotal points of moving from individual contributor to leadership. However, each post can stand on its own, so feel free to jump in!
To enrich this discussion, I conducted a survey among peers — engineers who have been both individual contributors (ICs) and managers — to gather their insights and experiences. The survey included questions about their expectations before becoming managers, surprises they encountered, myths about management, and advice they wish they had received. These real-world perspectives add depth to the lessons I’ve learned from my own journey.
Debunking Common Myths About Management
Based on survey responses, 78% of participants initially thought becoming a manager was a natural extension of engineering, involving added leadership and mentoring. However, many found that management required a completely different set of skills, including emotional intelligence and people management, which they hadn’t anticipated.
Myth 1: Management Is the Only Way to Advance Your Career
Early in my career, I thought management was the only way to grow — the “next level” after senior engineer. Many engineers feel the same, viewing the move to management as a promotion and the sole path to greater responsibility and influence. But that’s a narrow perspective.
One survey respondent noted, “As you grow in your career as an engineer, you normally start to take on more leadership roles. Becoming a manager for me was a natural transition after that.” However, they realized that technical leadership can be just as fulfilling and impactful. Paths like becoming a staff or principal engineer offer growth in technical expertise, decision-making, and influence without needing to switch tracks entirely.
Whether you’re passionate about architectural decisions, mentorship, or driving big technical initiatives, you can have a huge impact while remaining on the IC path.
Myth 2: Managers Have Full Control Over All Decisions
Many people assume that becoming a manager means you’ll have more control and authority. But the reality, as shared by 82% of survey respondents, is that managers spend much of their time balancing between the needs of their team and the expectations of upper management.
One respondent said, “I thought I’d be in control, setting direction and solving big problems myself. Instead, I found that my role was about advocating for my team and aligning with others, which often meant influencing without direct authority.” Another mentioned, “Managers are responsible for stuff — people, projects, products, happiness — but aren’t entitled to power over something or someone.”
As a manager, you don’t have unilateral decision-making power. Your influence comes more from your ability to inspire, align, and support than from your title alone.
Myth 3: Managers Don’t Need to Be Technical
Another common myth is that managers don’t need technical skills. Many think that as a manager, your role shifts purely to people management, and you can leave all the tech behind. The reality is that while you may not be writing code every day, having a solid understanding of technology is crucial — especially in engineering management.
At companies like Intuit, it’s generally required to reach the Staff Engineer level before transitioning to people management, precisely because that technical expertise is so important. This ensures that managers have the depth of knowledge needed to support their teams effectively.
One survey participant shared, “Being a good manager means staying connected to the work, even if you’re not in the trenches day-to-day. You need to guide technical conversations, evaluate trade-offs, and support your team’s growth.”
Myth 4: Becoming a Manager Is a Promotion
Many see the transition to management as a promotion — a natural upward move in the career ladder. But management isn’t a promotion in the traditional sense; it’s a change in role, focus, and skill set.
A respondent put it well: “Becoming an engineering manager doesn’t entitle you with power and authority. It’s more like you’re responsible for people, projects, products, happiness, not entitled to power over something or someone.”
If you’re considering management as your next move, understand that you’re not just “going up” — you’re moving sideways into a role that requires a new mindset.
The Realities of Management
To give you an idea of the challenges faced by new managers, 85% of survey respondents highlighted the emotional and interpersonal challenges as some of the most demanding aspects of the role. This includes navigating team dynamics, supporting members through personal struggles, and managing your own emotional energy.
Reality 1: Your Success Is Measured by Your Team’s Success
When you’re an IC, success is straightforward — it’s about your code quality, problem-solving skills, and technical impact. As a manager, your success is tied directly to your team. Are they growing? Are they delivering? Are they engaged and motivated?
On the positive side, many managers find this shift incredibly rewarding. One colleague shared, “Watching my team members grow and succeed brings me a sense of accomplishment that I never experienced as an individual contributor.”
Reality 2: Emotional Labor Is a Big Part of the Job
The emotional aspect of management caught many by surprise. You’re not just managing tasks; you’re managing people’s emotions, ambitions, and conflicts.
One respondent shared, “I wasn’t prepared for the emotional burden of managing so many people. If you’re late on a project, it’s disappointing, but if you rush a performance review and someone misses a promotion they deserved, it’s devastating.” Another mentioned, “Letting go of a contractor was super hard on me emotionally. I had to think about it over and over and make it happen.”
However, many managers also find this aspect deeply fulfilling. Another respondent said, “Being there for my team during tough times and helping them overcome obstacles has been one of the most gratifying parts of my role.”
Reality 3: Influence Without Authority
Management requires a lot of influencing without direct authority. You may think that being a manager gives you control, but it’s more about guiding and influencing across teams and departments.
One manager shared a success story: “By building strong relationships with other teams, I was able to advocate for my team’s ideas and see them implemented across the organization. It wasn’t about authority; it was about collaboration and mutual respect.”
Reality 4: Trade-offs and Sacrifices
As a manager, you’ll find yourself making trade-offs — not just for your team, but for yourself. There were times when I felt that switching to management would be easier than keeping up with the fast pace of technology. But I realized that while technology evolves, it doesn’t have emotions or hidden challenges. People do.
Some survey participants missed the hands-on technical work. One said, “I was always jealous of the engineers on the team, building and creating new things. I spent time at home trying to catch up, only to feel frustrated for not having enough time.” Another mentioned, “I often felt sidelined when the team was digging through an issue or working late for a deadline, not able to ‘be in the trenches’ as much as I’d like.”
But for others, the trade-offs are worth it. One manager expressed, “While I miss coding, I love the broader impact I can have. Facilitating my team’s success and watching them tackle challenges is incredibly rewarding.”
Learning from Those Who’ve Been There
To provide a broader perspective, here’s a snapshot of the survey insights:
- What Surprised New Managers: The emotional and interpersonal challenges topped the list, with 85% highlighting this aspect. Balancing team needs with upper management expectations was noted by 82% of respondents.
- Biggest Myths About Management: Common misconceptions included the belief that managers have full control over decisions and that higher management means less stress.
- Advice They Wish They Had Received: Many emphasized understanding one’s passion for technical work versus people management. One respondent advised, “Don’t go for something because it ‘looks interesting’ or because you feel it might ‘pay better.’ At the end of the day, you have to do that work day in, day out.”
- Reasons for Returning to the IC Track: Some managers returned to technical roles due to a desire for deeper technical engagement, feeling overwhelmed by people management responsibilities, or seeking a better work-life balance.
By sharing these insights, I hope to provide a clearer picture of the diverse experiences and perspectives that can help you make an informed decision.
Conclusion: Empowering Your Career Choice
This post isn’t about steering you away from management. It’s about equipping you with the knowledge to make the best decision for your career and personal fulfillment. Management can be incredibly rewarding, but it’s not the only way to grow.
Companies like Intuit recognize the importance of allowing employees to explore different career paths. They offer internal mobility programs that enable you to switch roles — and even switch back — if that’s what you need to evolve your career. This flexibility allows you to find the role where you thrive the most.
One respondent shared, “I always encourage ICs to try the management role (for those that are interested). If you don’t like it, you can always go back to being an IC.” Remember, your career path is not linear, and it’s okay to explore different roles to find where you excel.
For those who are curious and have the support to try new roles, exploring management can be worthwhile. And if it doesn’t feel like the right fit, the IC track offers its own rewarding challenges and opportunities for impact.
Call to Action
I’d love to hear about your own experiences. Have you thought about moving into management? What excites you — or worries you — about it? Let’s keep the conversation going. Drop your thoughts in the comments, and feel free to reach out if you have questions!
Cheat Sheet for Further Reading
If you want to explore these ideas in greater depth, I recommend reading The Manager’s Path by Camille Fournier, particularly Chapter 3, which covers the differences between technical leadership and management.
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