Understand common management routes from Jack prabha's blog

Many developers find themselves pushed into a management role after establishing themselves internally as specialists in a specific area, perhaps they have become the "technology leader" and have been asked to form a team around this technology.

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That's what happened to Nick Caldwell, currently the Vice President of Engineering at Twitter, who made his first move to management while working for Microsoft, where he developed a deep knowledge of natural language processing (NLP) and the spell check tool built into Microsoft Office Applications.

But that experience can lead to some pitfalls. “They put you in these positions normally because of technical strength, and the number one mistake I see is that you get the job as a strong technologist, so [feels the need] to make copies of you for the team. I made that mistake, ”he says.

Now, Caldwell has learned that "management is about recognizing your limitations and your ability to assemble a team."

Another common path to management is more organic, where senior developers find themselves more inclined to manage people or engage with broader businesses than just their engineering colleagues.

This is the path that is being followed by Jacq Train, leader of the engineering team at the technology arm of the British online food delivery company Ocado. “What I really enjoyed was mentoring more junior engineers and, as I grew into a senior role, collaborating between teams, translating requirements for teams and communicating,” she says.

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