One of the biggest decisions I made in my career was to transition from a technical leadership role to a management position. I had been considering this step for a while, and received support from those around me. I knew it would take me to a completely different world, but I never considered the possibility of returning. Now, after this experience, as I've returned to technical roles, the answer to the question, "I became a manager and returned: Do I regret it?" is clear: No, I don't regret it; but it was one of the most instructive, and perhaps most "expensive," lessons of my career.
This transition, on one hand, allowed me to understand new responsibilities and human management dynamics, while on the other, it sharply revealed what was truly important to me. I realized that my passion for solving technical problems, designing systems, and feeling operational depth was getting lost in a meeting room.
What Drove Me to Become a Manager?
So, after nearly 20 years in a technical career, what pushed me down this path? While working on the ERP of a manufacturing company, I started to see more clearly the critical role of processes and human resources in project success, beyond just the technical architecture. At a certain point, instead of solving technical details, coordinating between teams, getting budget approvals, and drawing up strategic roadmaps took up more of my time.
This situation triggered the thought, "Maybe I can create a greater impact." Understanding that projects are not just about code, but also about people and their ways of working, opened a door to a management role. I also had a belief that I could bring a different perspective to teams by leveraging my technical knowledge.
Expectations vs. Reality: What Went Wrong?
When I transitioned into a management position, there was a huge gap between my expectations and reality. Initially, while I thought I would create "more strategic impact," I found myself caught between endless meetings, HR processes, and political balances. My technical depth often got lost in PowerPoint presentations and board reports.
โ ๏ธ Longing for Technical Details
Once, on a client project, I saw that the team had been unable to solve a simple network segmentation issue for two days. At that moment, I knew I could find the root cause in 10 minutes, but with my "manager" hat on, I couldn't intervene directly. This was one of the moments I felt my longing for technical details most intensely.
It was no longer my job to solve a PostgreSQL WAL bloat issue, optimize a Redis OOM eviction policy, or fine-tune an Nginx reverse proxy setting. My job was to manage the teams that would solve these problems, to remove the obstacles in their way. However, this situation distanced me from my "builder" and "creator" identity.
The Decision to Return: When and Why?
The decision to return was not made overnight. While working on the backend of my side product's financial calculators, when I was contemplating a BRIN index strategy to improve system performance, I noticed the pure excitement I felt. This excitement was something I never felt in meeting rooms or budget discussions.
My desire to build again, optimize, and solve problems directly was so strong that concepts like "impact" and "career ladder" offered by the management position began to lose their meaning. At some point, I faced the truth: "My true value lies in designing and making systems work, rather than managing people." When I made this decision, some managers around me couldn't hide their surprise, but I was sure that listening to my inner voice was the right thing to do.
Not Regret, But a Valuable Lesson
Looking back now, I don't regret my management experience. On the contrary, this process taught me very valuable lessons. I experienced firsthand that a project is not just about its technical dimension, but also how critical the human factor, communication, and strategic thinking are. This experience allows me to make my architectural decisions today with a more holistic perspective.
Now, when evaluating a project, I pay attention not only to technical feasibility but also to the team's capacity, organizational dynamics, and business processes. I better understand the challenges my manager friends face, and I can provide them with more effective support as a technical expert. This was like a "soft skill" training, but one I received in the field, forged with real problems.
In summary, becoming a manager and returning was not a mistake for me, but a journey of discovery. It was a challenging but enlightening process that allowed me to understand my own limits, passions, and true value.
So, have you had a similar "return" story in your career? Or what advice would you give to those considering a management position? I'm curious to hear your comments.
Top comments (1)
Great article! I really liked the point that management is not necessarily a promotion, but a completely different career path. It takes courage to realize something isn't the right fit and then switch back. Thanks for sharing such an honest experience.
Question to ask:
Looking back now, what was the biggest sign that told you management wasn't for youโthe lack of coding, the people-management aspect, or something else entirely? ๐ค