Middle management roles are also a trap.

Six years ago, I wrote Tech Lead Management roles are a trap. My argument then was that TLM roles present themselves as easier than moving into a full management role, but the tension between doing the software engineering and engineering management aspects of the role made being a TLM a much harder first management role than a pure engineering management role. I still agree with that post, and I have some additional bad news to share: middle management roles are mostly a trap as well, if you goal is to become an executive.

The core aspects of middle management roles are:

1. Balancing between top-down executive, lateral stakeholder, and bottom-up team pressure, e.g. keeping morale up as an organization deprioritizes last year’s big initiative
2. Defining and operating an organization’s process, e.g. creating career ladders and interview loops
3. Competing for a share of fixed organizational resources (e.g. budget) and allocating acquired resources

These are all extremely important skills to be an effective executive, and they make up the bulk of The Engineering Executive’s Primer, but they are insufficient to make you a great executive. If you don’t have them, you will be a deeply flawed executive, but even if you’re an expert at them, you can still be a terrible executive.

That’s because the most important skills of an effective executive are the same exact skills that make an excellent line manager: developing domain expertise, driving execution (including setting pace), and translating both of those into an organizational culture that extends beyond you (in any of innumerable different ways). All of them are more easily practiced and mastered as a line manager than as a middle manager. Most middle management roles make practicing those skills difficult, and sometimes negatively select against developing them.

As a middle manager, if you drive execution too closely, you might get told off as a micromanager. As a middle manager, if you go too deep on domain expertise, you might get told that you’re not focusing enough on your internal stakeholders. That’s undoubtedly valid feedback in many middle management roles, but it’s the perfectly wrong feedback to someone who is trying to become an effective executive. As a result, I’ve come to believe that the filters for good middle managers inadvertently negatively select out the “challenging” line managers who actually have the best chance to be excellent executives. That’s not even necessarily irrational: most companies are developing middle managers to take on more complex middle management roles; very rarely do they worry about growing future executives from within.

If you’re willing to embrace this fact that a little bit of time in middle management roles is important preparation to become an executive, but spending a great deal of time in middle management only prepares you for further middle management roles–and makes you less effective as a potential executive–then the AI-driven shift in managerial fads might be a threat to your current role, but it’s likely to improve your chances to succeed as an executive.