Re:Petered (what happens after the Peter Principle)
by K0balt on Sunday November 08, 2026 @07:43AM
(#50412783)
“Engineering mindset” is a thing. You don’t actually have to be an engineer to manage an engineering team, but you have to understand what engineering is and engineering culture, as well as grasping the basic fundamental concepts of the field. None of that is particularly hard, but there are a remarkable number of people who have never actually built anything that wasn’t a completely structured and pre-planned/pre proven product. If you’ve never had to figure out a “novel” solution to anything in your entire career, you are going to have a bad time managing engineers.
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Re:Petered (what happens after the Peter Principle)
by rwmj on Sunday November 08, 2026 @08:37AM
(#50413246)
It works both ways though. Engineers can become enamored with making something novel, when what the customer actually wants is something else or already exists. Or maybe what the budget or market allows won't let the engineers make the best possible product so they're going to need to make something a bit less novel. A (good) manager will negotiate these issues.
Re:Petered (what happens after the Peter Principle)
by sublinear on Sunday November 08, 2026 @09:19AM
(#50413591)
How is the "engineering mindset" different from that of any other role requiring problem solving?
My experience has been that those who are too precious about the only role they've ever had (an "engineer") are only difficult to manage because of their inflexibility and lack of curiosity. It's ironic isn't it?