Steve Greenblatt

You're not just working with a machine.

But there's a certain amount of sensitivity that comes into that role, and I think some programmers could strive, could

really succeed in, in that place because they have that, they possess the, the patience and the ability to, you know, to, to deal with, um, situations, but it's, um, there are, there are different roles and different responsibilities.

And just because you're very good at something doesn't mean that then you should manage people, uh, that are doing

that role?

Yeah, very well put.

And I wouldn't want to discourage somebody, though, that would be interested in it, but I think that it's important that you know what you're getting yourself into.

And I wouldn't say that you wouldn't be successful.

You just would need to develop a different muscle, like we're saying, and it's a different responsibility.

And

Like in this episode and in the past one, there is some value in being able to do the technical stuff and be able to get in the weeds when you need to.

But the...

a manager's role more so is overseeing the team and overseeing the results and helping to facilitate the success of the people that they're managing.

And it can be different because if you go in and you step in and you do the work,

or you're the one that's always taking on the more complex projects or putting out the fires, then I don't know that the team is actually learning and growing.

You could be hindering your own progress in learning to be a good manager.

Yeah.

Agreed.

And and it's also I think that the.

What I found too is that the people that are doing the work, whether it's a programmer, technician, whatever it might be, they have a different mindset too.