"I was an individual contributor (IC) for over 20 years before moving into management. Even then, I was reluctant to take the job because I enjoyed doing the work so much. So I'm familiar with ICs, how they think, and what sorts of things they think about. Things like craft, product quality, three-month timelines, career development, and recognition. Now that I've been in management for a while, I also see how leadership thinks too."
"I have a foot in both worlds, which will be a common thread in this article. I can help ICs think a little more strategically, and I can help leaders stay closer to the work. Whether or not "manager" is in my title, I try to be that bridge, and to help everyone around me get just a little bit better."
"It all starts with team health No one does their best work when they're stressed, burned out, or afraid to speak up. Great collaboration comes from trust and honest feedback that never feels personal or belittling. I try to build that culture: Giving people both async and live ways to contribute, so it's not just the loudest voice or one in an optimal timezone that wins."
I was an individual contributor for over twenty years before moving into management, so I understand IC priorities like craft, product quality, three-month timelines, career development, and recognition. Management perspective adds focus on strategy, year-long roadmaps, revenue, and organizational health. I occupy both perspectives and act as a bridge to help ICs think more strategically and help leaders stay close to the work, regardless of formal title. Team health is foundational: people do their best when not stressed, burned out, or afraid to speak up. Building trust, encouraging early sharing, realistic bandwidth, experimentation, and leader vulnerability supports collaboration and sustainable performance.
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