For managers, this book is my attempt to help you find that model of what “good” leadership looks like, finding something to go toward—something beyond the tactical list of things you’re responsible for or the tasks you’re expected to accomplish. I encourage you to develop that model in terms of not only what it means to lead a team but also—perhaps even more important—what career growth even means and how to find it independent of job titles and leveling frameworks.
For ICs, understanding more about how things work can be invaluable for identifying what questions to ask, where to exert pressure, and what kind of constructive feedback to give. The first half of the book was written to be applicable to you as an individual and as a leader, and the second half will help you gain context to better understand what goes on around you, both on your team and in the larger context of the organization and your career.
In my coaching practice, I often find that ICs lack the context that places their frustrations in perspective; the more I rise through the org chart and understand a greater context, the more I wish I could revisit my past-Cate self and help her understand this. My hope is to provide ICs with more of this perspective that will help you gain additional insights to navigate challenges and grow your career more effectively.
Even if you are lucky enough to have a manager who does care about your career growth and tries to help, your career will be bigger than your current role. Your goals may eventually come into conflict with what your current role can offer you, and you will need to decide what to do about that. Developing your own point of view and a broader base of support can make you more resilient to the inevitable reorgs, layoffs, and disappointing review cycles.
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