Ask HN: How plausible is it to continue becoming a lifelong programmer?
I find that a lot of the really good developers get promoted to managers by their 30s. Or similar roles that are over 50% communication/meetings, such as product, scrum master, analyst, architecture, etc.
Even though a highly productive programmer can be even more valuable than a manager, few people remain as a programmer.
What keeps people from staying on as a programmer? What should I watch for if I want to go down this path?
12 comments
[ 791 ms ] story [ 923 ms ] threadIt might be good to think instead about leaving your options open? After all, how do you know this is what you'll want? After programming for 10 or 20 years, maybe you'll want to try something new? Presumably you'll know more then than you do now.
Being a programmer all your life is like being a musician. It rarely pays well, it has a lot of issues. Lots of people think of themselves as programmers, just like most people who learn to play an instrument think of themselves as musicians. But there is a vast difference between being able to wrie a program (or play an instrument) and making it into a career.
There are very few musicians who perform throughout their lifetimes. There are very few programmers who write code throughout their lifetimes. You have to love the work.
You will make less money. You may get tired of learning new stuff all the time. I've gone from Domino, PalmOS, C, C++, Java, web stack, Objective C, Swift, and more. It can be exhausting or exhilarating. But no hiring manager cares that I worked on PalmOS back in the day.
Watch out for age discrimination. The best way to fight it is to start saving immediately for financial independence if you haven't already. Once you have F.U. money you can work on whatever you want--paid or unpaid, it will not matter.
Collins - The Simple Path to Wealth is a good book with the basics of how to achieve financial independence.
It has a few examples of people who managed to avoid getting promoted out of the thing they truly excelled at. One gardener had a personal quirk of failing to pick up his paychecks on time. This drove management crazy and kept him gardening instead of whatever people did who got promoted.
Another individual had an office that looked like a paperwork bomb had gone off. There were untidy stacks of paper everywhere. Management was convinced he was a disorganized mess, though he had a very efficient paperwork system wholly unrelated to the mountains of papers stacked all over the place.
I highly recommend the book. After you have read it to establish a mental framework, you might need to read up on social psychology to come up with a strategy for convincing management that promoting you out if programming is a silly idea.
Like in my case I make a good manager and a good programmer. But the skills needed to be a good manager are not rare. You need to have N years of experience, be a good communicator, and take responsibility.
To be a good programmer requires a lot of willpower and discipline. You have to constantly work hard and be on your toes. It's not something most people can do.
So in some regions, like Asia, someone who would be good at both would probably have a much more lucrative career as a star programmer than as a star manager.