In the technology world, there's a dangerous career path many of us unwittingly follow. We excel technically, get promoted into management, and then gradually distance ourselves from the very skills that got us there. The C-Suite beckons with its prestige and compensation, luring us away from our technical roots. But this path comes with hidden risks that I've witnessed firsthand throughout my career.
The Management Trap
The transition from technical contributor to manager often feels like a natural progression. The organization recognizes your expertise and rewards you with leadership responsibility. Your calendar fills with meetings instead of coding sessions. Strategic planning replaces debugging. People management supersedes technical problem solving.
Before you realize it, years have passed since you last opened a terminal window or debugged a complex issue. Your technical skills begin to atrophy while the technology landscape continues its relentless evolution. New frameworks, languages, and methodologies emerge while your hands-on knowledge remains frozen in time.
This transformation wouldn't be problematic if management positions were guaranteed for life. But as many of us have learned the hard way, they aren't.
When the Music Stops
Political changes, corporate restructuring, mergers, acquisitions, leadership changes, and economic downturns can suddenly eliminate management positions. When this happens, those who've maintained their technical edge have options. Those who haven't face a harsh reality.
I've seen brilliant former engineers turned executives struggle to find new roles after organizational changes. Despite their leadership experience, they discover a painful truth, i.e., the market often values current technical skills over dated expertise combined with management experience. Particularly for those over 40, the path back to technical roles becomes increasingly difficult without continuously sharpened skills.
Keeping Your Technical Edge
The solution isn't to avoid management roles; they offer valuable perspective and impact. Rather, it's about maintaining a dual identity as both a technical professional and a leader.
Here's how:
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Reserve sacred technical time: Block at least 2-3 hours weekly to write code, experiment with new technologies, or contribute to technical projects. Protect this time as rigorously as your most important meetings.
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Teach and mentor: Teaching forces you to stay current. Mentor junior engineers or teach technical workshops. Explaining concepts to others reinforces your own understanding.
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Participate in code reviews: Stay involved in your team's code reviews. This keeps you connected to the codebase and current engineering practices without requiring large time commitments.
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Build side-projects: Develop personal projects that excite you using modern technologies. Even a few hours on weekends can keep your skills relevant.
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Contribute to open source: Find projects aligned with your interests and contribute regularly, even in small ways.
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Stay curious: Set aside time to read technical blogs, watch conference talks, and explore new technologies. Curiosity drives continuous learning.
Faith Without Works Is Dead
The biblical passage that inspired my original article, "Show me your faith without deeds, and I will show you my faith by my deeds," applies perfectly to professional development. You may believe you're still technically competent, but without ongoing practice and demonstration of these skills, that belief is merely an untested assumption.
I've maintained my technical skills throughout my leadership journey, not just as a safety net but because it makes me a more effective leader. I understand what my teams are building. I can have substantive technical discussions that earn respect. I can accurately estimate complexity and challenge unrealistic timelines.
When organizational changes impacted my management role years ago, I wasn't left scrambling. I could immediately demonstrate current technical competency because I had never stopped practicing my craft. While peers struggled with technical interviews and faced the stigma of being "just a manager," I could point to recent technical contributions alongside my leadership experience.
The Competitive Advantage of Technical Currency
In today's tech environment, leaders with current technical skills possess a significant advantage.
They can:
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Make better-informed strategic decisions
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Earn deeper respect from technical teams
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Evaluate technical risks more accurately
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Adapt more quickly to organizational changes
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Maintain career flexibility and resilience
As technology professionals, our most valuable asset isn't our current position but our ability to create value through applied technical knowledge. Even as you climb the management ladder, remember that your technical foundation remains your most durable competitive advantage.
Don't make the mistake of neglecting your personal development and continuous learning in your domain just because you've ventured up the corporate ladder. Those management positions aren't guaranteed for longevity. Keep sharpening your saw; your future self will thank you.
Final Thoughts
I've shared this perspective because I've lived both sides of this story. I've seen talented people struggle after years away from technical work, and I've experienced the confidence that comes from maintaining current skills while leading.
The choice is yours, i.e., will you show your technical faith through ongoing work, or will you allow your technical identity to fade away as you embrace management? Choose wisely for your future career options depend on it.
