The Diminishing Role of Tech Managers in Career Development Amidst AI and 'Great Flattening'
In today's rapidly changing technological environment, many tech professionals may observe a reduction in their managers' involvement in their long-term career growth. The pervasive influence of artificial intelligence and a phenomenon termed the 'Great Flattening' have contributed to managers overseeing larger teams, thus limiting the time available for individual career mentorship.
Details of the Shifting Landscape in Tech Management
The contemporary tech sector is witnessing a significant transformation in managerial responsibilities. Paddy Lambros, CEO of Dex, a firm specializing in connecting software engineers with employers through AI, highlights the end of an era dominated by 'purely pastoral managers' supervising small teams. He notes that the increasing integration of AI is compelling managers to dedicate more time to technical tasks, including coding, thereby shifting their focus from human-centric development to purely task-oriented management. This intense pace often results in a 'sink or swim' environment for employees.
Mitchell Kosowski, a software engineering manager at a tech startup, exemplifies this trend. Despite managing approximately 20 individuals, he dedicates a substantial portion of his day to meetings and is also expected to actively contribute to coding. He humorously remarks on the demanding dual role, acknowledging that in this high-pressure scenario, employee coaching frequently takes a backseat. Kosowski, however, strives to allocate specific time slots for mentorship.
The deployment of AI tools is accelerating the development and deployment of new products, leaving little room for managers to disengage from immediate operational demands. This urgency often sidelines strategic career development discussions.
Previously, high-performing individuals were often promoted to management positions as a means to expand their influence. However, not all these individuals were naturally inclined or adept at coaching others. Lambros suggests that AI now provides an alternative path for these top performers, enabling them to focus on their core competencies as senior individual contributors rather than being burdened with management duties. His company, Dex, has successfully implemented this model, allowing former founders and executives to concentrate on their specialized skills.
Other companies are also re-evaluating the manager's role. Alex Bouaziz, cofounder and CEO of Deel, an HR and payroll platform, has increased the employee-to-manager ratio from 8-10 to 12-15. This adjustment is possible due to AI handling many administrative tasks. Deel also encourages managers to adopt a 'player-coach' model, ensuring they remain connected to customer needs, product development, and overall company operations. Bouaziz believes that AI will expedite the obsolescence of 'managers of managers,' streamlining organizational structures.
However, Bouaziz cautions against expanding team sizes too drastically. Overly large teams, with 20 to 30 direct reports, signal a lack of desired interaction between managers and individual contributors. He emphasizes the importance of investing in employee development to cultivate future leaders, stressing that 'the leaders of tomorrow are the people you cared for a long time ago.'
Scott Stevenson, cofounder and CEO of Spellbook, an AI legal tool developer, notes a trend towards integrating career development into the daily workflow. Feedback has become more informal and immediate, a necessity given the rapid pace of work. One-on-one meetings, once a staple of career development, are often the first to be cut when managers face time constraints. Stevenson acknowledges the irreplaceable value of these personal interactions, even if they are now less frequent. He recognizes that the relentless pace in tech can leave employees feeling adrift about their career trajectories.
To counteract the potential loss of career growth discussions, Spellbook conducts annual and mid-year reviews, providing dedicated platforms for in-depth conversations about employee advancement. Kosowski advises employees to proactively initiate career development discussions with their managers and advocate for this crucial time.
This evolving landscape underscores a critical challenge: balancing operational efficiency driven by AI with the indispensable human element of career guidance and mentorship. Companies and employees alike must adapt to these changes, finding new ways to foster professional growth in an increasingly fast-paced and flattened organizational structure.