The article dissects career progression, emphasizing the distinct responsibilities of Managers, Directors, and Vice Presidents in software startups. It argues against the common HR practice of rigid "leveling," instead underscoring that VPs must own strategic decisions akin to running a mini-CEO operation. This central idea challenges the prevailing view that career advancement is purely a matter of climbing a hierarchical ladder and advocates for a more nuanced understanding of role responsibilities.
The text details that effective Managers require guidance to drive results, Directors are expected to work independently, and VPs need to embrace both strategic planning and accountability. The article criticizes HR leveling for conflating career development with salary negotiations, demonstrating that many individuals at the VP level still behave as Directors by focusing on execution rather than strategic ownership, a shortfall that undermines their potential. It calls for a shift from execution-oriented approaches to a mindset that prioritizes long-term vision.
Community responses on Hacker News reflect both amusement and frustration with traditional HR practices, with commenters critiquing the inflexibility of leveling systems. Many voices resonate with the observation that leveling systems are bureaucratic busywork, sparking spirited debates about the true essence of managerial responsibility and the need for more organic, mentorship-driven career growth that better aligns with individual market worth.