Not everyone wants to be a manager. Yet many organisations inadvertently force their best individual contributors (ICs) into management roles simply because that's the only path to advancement.
This is a mistake.
The Problem with Single-Track Ladders
When management is the only path forward, organisations face several problems:
Losing Great Engineers
Your best engineer might be a terrible manager—and that's okay. But if management is the only way to advance, they'll either leave or become a frustrated (and frustrating) manager.
Creating Bad Managers
Some people take management roles for the title and compensation, not because they want to develop people. This leads to disengaged teams and higher attrition.
Undervaluing Technical Excellence
Single-track ladders send a message that individual contribution is less valuable than management. This undermines technical culture.
The Solution: Dual Career Tracks
The most successful engineering organisations offer two parallel paths:
Individual Contributor Track
- Software Engineer I → II → Senior → Staff → Principal → Distinguished
Management Track
- Engineering Manager → Senior EM → Director → VP → CTO
Both tracks have equivalent compensation and respect at parallel levels.
Key Principles for Dual Tracks
1. Equal Compensation
A Staff Engineer should be compensated similarly to a Senior Engineering Manager. Otherwise, the IC track becomes second-class.
2. Clear Switching Points
Make it possible to switch between tracks. A great Senior Engineer might want to try management, and should be able to switch back if it's not for them.
3. Different Competencies
IC and manager roles require different skills. Don't just copy competencies between tracks—define what great looks like for each.
4. Senior IC Impact
Define how senior ICs create impact without managing people. This usually includes:
- Technical leadership across teams
- Mentorship and teaching
- Strategic technical decisions
- Cross-functional influence
Getting Started
Building dual tracks doesn't have to be complicated. Start with:
1. Define your IC levels (typically 5-7)
2. Define your management levels (typically 4-5)
3. Document the competencies for each
4. Align compensation across parallel levels
5. Communicate the change to your team
Conclusion
Dual career tracks aren't just good for engineers—they're good for business. You'll retain more talent, have better managers, and build a stronger technical culture.
Ready to build your dual-track ladder? Try Pathfinder free.