> What you don't see behind the scenes of tribal knowledge are people with a lot of it who constantly get interrupted to answer those questions. It ends up being very inefficient at scale. Not to mention the overhead that comes with the person trying to answer the question -- like finding old breadcrumbs about the problem like code or emails.
Absolutely correct, which is where that "good management" comes in.
I managed the team that I mentioned, earlier, and I'd like to think that I did it well.
My single biggest task was to shield people from corporate shenanigans, take on as much of the structural overhead as possible, and be a "gatekeeper."
I managed the team for 25 years. We got a lot done, in that time, but also suffered a lot of "lessons learned." I certainly made my share of mistakes; most of which were about me deprecating my "management shield" responsibilities, in misguided attempts to be a working team member.
I kept my tech chops up in extracurricular open-source work. No one wanted to pay me for my tech skills.
Absolutely correct, which is where that "good management" comes in.
I managed the team that I mentioned, earlier, and I'd like to think that I did it well.
My single biggest task was to shield people from corporate shenanigans, take on as much of the structural overhead as possible, and be a "gatekeeper."
I managed the team for 25 years. We got a lot done, in that time, but also suffered a lot of "lessons learned." I certainly made my share of mistakes; most of which were about me deprecating my "management shield" responsibilities, in misguided attempts to be a working team member.
I kept my tech chops up in extracurricular open-source work. No one wanted to pay me for my tech skills.