
One of the best books I read last year was a relatively short but incredibly useful guide by Konstantin Borisov on conducting interviews—“To Hire or Not to Hire? Or How to Interview a Developer.” I now recommend it to everyone, whether they are conducting interviews themselves or preparing to be interviewed. It gives you a much clearer understanding of what a potential employer is like and whether they are worth considering.
But Konstantin Borisov also wrote another book—“How a Good Developer Can Avoid Becoming a Bad Manager.” The topic may not seem obvious at first, but it’s actually incredibly relevant. In the IT industry, it’s well known that top specialists often get promoted simply because they excel at their tasks. One day, you’re a great developer, the next, you’re mentoring a couple of interns. Before you know it, you’re made a lead developer, then given a team to manage, and suddenly—you’re a manager.
I went through a similar path myself, though for a long time, I tried to balance both roles. I loved mentoring specialists and building teams, but at the same time, I still wanted to be a hands-on developer. Eventually, I realized that trying to do both was making me worse at each, and I finally made the decision to fully transition into management.
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