[dmhmr]

I went from IC for a few years to manager for a few years to back to IC. The switch back to IC was only this year for me. I really enjoy both roles and have missed being in either role while occupying the other. They are different sets of work and skills, but the biggest thing I can say is, if you enjoy seeing others succeed and leaving your team for bigger and better things, be the best assistant you can to your team so they can get to the next point in their career. Funny enough, this raises your retention rate when you are actively trying to equip everyone for their next job, and when they do eventually leave, you'll more often than not have a great connection from a grateful person that you can lean on in the future if you ever looking to change jobs or collaborate on a project. Just keep in mind that this can be emotionally exhausting, especially if you are an introvert (I am). Before I switched back to being an IC I was running 4 teams with 24 direct reports. It was an interesting scenario to be in, especially when one team was 24/7. You have to manage competing priorities between the teams, between the ICs, and the regular stakeholder stuff. Learn what metrics make it easy to celebrate your people and your team, and teach your team how to celebrate their victories loudly. Don't let your team set goals that doesn't get them closer to their career goals. Acknowledge from the start that everyone at any moment can leave your team/company and it isn't personal - so make the most of their time while they are there and let them leave as a stronger person. Shield your people from politics, shield them from BS work, shield them from bad apples, establish a kind culture, become best friends with your recruitment team, and enjoy what happens when you celebrate your people and team at every milestone they meet.

[samspenc]

> I was running 4 teams with 24 direct reports.

Wow, 24 direct reports. Didn't your management chain ever consider bumping you up from an M1 to a M2 manager and bringing / promoting one level of managers under you to manage an engineering team of that size?

[dmhmr]

Hilariously, the reverse is how I ended up in that position. The client really liked my results with my single team and re-structured 3 other teams so that they would fall under me as well. Their former team leads then became "Senior" ICs who could step in if I took time off.