First of all, I can’t thank you enough for the thoughtful reply. Your experience in the first half of your reply is very valuable, and what I am hoping for in my journey.
I’m not sure this place you’re imagining exists the way you’re describing.…
I agree, it might not, but in my career, as I’ve advanced higher, I have found a new landscape to explore each time. I didn’t even get in to managing a team on purpose, I was the lead engineer on my team and my boss quit. I had no eye on the position, until the rest of my team got behind me and told both me and the company that they wanted me as their leader. It was then that I took stock of where I was going in my career and after doing that for a little while, I knew the direction I wanted to go. Despite my role turning from the day to day technical, to a more long term thinking type role, I found I enjoyed it greatly. I was able to re-shape the team to be more effective, and I made some tremendous improvements in our tech stack. Most of it didn’t come from me, it was things my team brought to me, and we worked to turn into proposals, with financial metrics and so forth. This was also where I got my first taste of Architecture, being put on the CAB, in charge of evaluating all the infrastructure requests and designs.
At the time I was sure it was the architecture and planning I enjoyed, so I accepted a position as an Architect with another company. In the end though, I realized that it wasn’t the technical work I enjoyed, it was mentoring and building a team. It felt great to be the guy who could help take the ideas that the team had, and build them into a workable business solution. I even enjoyed bringing my engineers back down to ground level; sometimes a really good idea, just isn’t workable in the current landscape. I wound up walking away from that job amicably to deal with some family health issues and now I’m stuck back in a Senior Engineer role, slowly dying of boredom.
As you get higher into management, firing people absolutely sucks. Keeping on dead weight/underperformers/overstaff instead of firing them means you are robbing your ability to give raises or advancement to the other workers you have that are really performing well. So you fire them, but it still sucks.
Wholeheartedly agree, but I’ve also done this long enough, and seen enough of the type who need to go, that I am willing to act. I have not directly fired anyone, but I have been on the hiring, managing and I have had to develop performance review practices for the engineer that I wanted to fire, but did not have the authority to do so (was a good lesson, he eventually turned around, just after far more strikes than most places would tolerate).
I don’t say any of this to discourage you. This has just been my experience. Perhaps you’ll navigate the river differently and find what you’re looking for when you advance. But seriously, you can totally get a Bachelors degree, and you don’t even need to quit your current job.
Again, thank you so much for your input. I know a degree won’t fix every problem, but at this point, working on new ones is what I’m after. I’d change careers entirely but I don’t think I have the time, so instead I want to advance and see where it takes me.
I’m in the evaluation stage, trying to make sure I can stick to it if I embark on this journey. Discussions like this help a great deal.
Once again, thank you so much. It means a lot coming from someone in the industry, who’s walked a similar path.
I have been making some moves. I am evaluating, but I don’t want to get stuck in analysis paralysis. I’m in the “what happens if my situation changes” stage, and right now, I still think having a degree will be a benefit.