- If you become senior manager of an existing project, learn from the rest of the team!
- If you end senior manager of a new project, you probably shouldn't also be new at the company period, but at the very least, you start with something there is expertise somewhere on the team on.
- New tech, new team, new org all at once: that's a terrible idea. The project shouldn't happen, or you shouldn't be the sole senior manager on it.
All that said, if we have some team continuity across the industry, that should allow enough on boarding time for everyone to a be a non-pidgeonholed generalist. Just because there are derivative bounds doesn't mean we can't abandon change and pigeon-hole people in myopic specialist roles.
- If you end senior manager of a new project, you probably shouldn't also be new at the company period, but at the very least, you start with something there is expertise somewhere on the team on.
- New tech, new team, new org all at once: that's a terrible idea. The project shouldn't happen, or you shouldn't be the sole senior manager on it.
All that said, if we have some team continuity across the industry, that should allow enough on boarding time for everyone to a be a non-pidgeonholed generalist. Just because there are derivative bounds doesn't mean we can't abandon change and pigeon-hole people in myopic specialist roles.