The engineer promotion trap: your old strengths become the team's bottleneck
_jaydeepkarale · x · 2026-10-13
A widely shared essay on the engineer-to-leader transition: newly promoted engineers instinctively keep solving the hardest problems and reviewing every change, which feels like leadership but quietly becomes a bottleneck. The author argues growth means helping others solve problems, establishing better practices, and removing obstacles — your value stops being measured by how much you can do yourself.
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