I'm not sure that I see that "designing" and "managing" are mutually exclusive activities.
While I certainly have less agency or direct control when working with people (as compared to a rendering tool), on a good day I feel like I can actually have a greater impact on the creation of a great product or service than when I'm pushing pixels (which I also still do). If you look at other fields of design (like architecture) some of the folks who do the most effective and compelling work are able to do so because they're able to marshal the talents and capabilities of large groups of people. -dave > -----Original Message----- > From: Wilson, Russell > Sent: Tuesday, October 09, 2007 9:42 AM > > Out of curiosity, how many people do you manage? > > > It's not a binary equation (i.e. you don't stop designing the > minute you start managing). But the more your mgt > responsibilities increase, the less you are going to be able > to design. (and vice-versa) > > It's not one or the other -- and you can be very successful > doing a mix. > The question is what do you want that mix to be? (50-50, > 60-40, 40-60...) > > And, if you aren't willing to manage, in most cases you will > hit a ceiling in compensation and status. And I'm not sure > that's ideal. > What makes managing other resources more valuable than being > a star resource? > > (this is coming from someone who has moved into executive > management and sometimes questions the philosophies) ________________________________________________________________ Welcome to the Interaction Design Association (IxDA)! To post to this list ....... [EMAIL PROTECTED] Unsubscribe ................ http://gamma.ixda.org/unsubscribe List Guidelines ............ http://gamma.ixda.org/guidelines List Help .................. http://gamma.ixda.org/help
