How would you suggest handling that situation if we see it being a problem in the future?
Young founders: though you may be able to tell whether your cofounder is a good programmer, it's less likely you can tell whether they can become a good engineering manager. You don't need to change anything you're doing now. Just remember this could become a problem later.
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I'd expect the fear would be to realize they're a bad manager after they've failed many times, left, or employees left.
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It's more likely they can tell if a person is a good manager than whether they can code. Most founders have zero idea what defines a good developer
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exactly
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Always appreciate your advise Mr. Graham!!
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In a similar manner, a good founder may not become a good CEO. Delegating should be considered at every step of growth
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Any good resources on learning to manage engineering that you suggest?
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Totally agreed! Our engineering manager and technology lead are a CTOs in the making. No doubt!
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And we also know about ourselves and the potential + caliber gained with experience if we condition the good programmer, inspire him enough to be like you, he will become a good engineering manager also. It’s a function of time and belief.
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