Joshua Wehner jaw6
| #!/usr/bin/env ruby | |
| require 'csv' | |
| def flip; rand(2) == 1; end | |
| headers = ['year', '# male pres', '# female pres'] | |
| rows = [] | |
| 250.times do |j| | |
| years = 2016 | |
| men, women = 44, 0 |
Okay, here's my thing: what we tend to call "management" in our field is at least several separate skills. Mostly it's at least technical decision leadership, personnel management and project management. Expecting all of these skills to manifest spontaneously (let alone simultaneously) in one person is absurd.
The best orgs I've seen approach something I'd call a "growth mindset" (or maybe "support mindset"). They identify early potential, encourage (and meaningfully subsidize) skill development, and field-test to validate.
If I'm right about any of this (and, of course, I think I am), then the best growth-oriented orgs are making a huge mistake by strictly separating people into buckets labeled "manager" and "coder". If the act(s) of "management" require several separate skills, and growth requires identifying, leveling-up and field-testing these skills, the best orgs would find ways to divide management responsibilities among as many actors as possible.
I think we inherited an unhealthy idea of "manage
I hereby claim:
- I am jaw6 on github.
- I am jaw6 (https://keybase.io/jaw6) on keybase.
- I have a public key ASD2sSDHQ76Z68jopUBIzWDGYM5OCwV0Ns_XRw9K0N6fhgo
To claim this, I am signing this object: