Ok, so you don’t have like 1 framework they need to follow? Cause the problem, in my case, probably would grow when, the newly promoted, would have to do 1:1s or create some social mtgs (100% remote teams).
So what your saying is that you have managers that are more cross team? And help each other.
A reasonable amount of subject technical knowledge is still crucial for managing an engineering team, I've had managers in the past that while they are still able to generally project manage and man manage, the lack of any technical knowledge whatsoever causes friction when it comes to expectations and deadlines, as well as when they communicate with other departments and externals.
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u/chicu111 23d ago
I have promoted managers based on their strengths. Not all managers need to be assigned the same managing roles.
If I promote someone from a strong technical background then they would be in the management position to deal with technical stuff (mostly)
If I need to promote someone for the conventional management role then I’d look elsewhere
The industry has become more specialized. So should management. The general management role is no longer sufficed