> Migrating to managerial roles for me is a no-go however. I can't stand managing people.
We are in complete agreement here. I don’t manage people directly. But being responsible for projects that involve a other people does require you to know how to peer feedback, use soft skills etc.
> However, I live in Europe. I have the impression that things are not as dire here as they are in your side lf the pond in terms of employment in IT.
Probably not as bad and to be fair, if I were still looking for in office jobs in Atlanta where I spent my career from 1996-2020 working locally, it would have been easier. I assume in Europe you’re also not dealing with competing against the young tech bros.
> I mean, that is very important in IC roles. Part of my interview prep is a very detailed account of multiple projects I participated in STAR format, highlighting it from inception to delivery, including outcomes.
Thats definitely not mid level pulling tickets off a board behavior (that’s a compliment btw). I think we are in “violent agreement”.
Ahhh, my bad. I took your original take as a role where you would oversee other people, in opposition to an IC - who I presumed could only be "mid-level".
So yeah, I totally agree with you. Understanding the business is important in that sense. Especially when communicating the outcome of projects to non-technical stakeholders. I go out of my way on my current role to produce metrics that I can graph to show the positive outcomes of projects.
One of the things I learned is that non-technical people in particular love this sort of eye-candy. I don't say this in a derogatory way, it is a good way to communicate stuff.