During my time at FIS, I observed instances where individuals with limited technical knowledge were placed in leadership positions over highly skilled resources. It highlighted the importance of having the right expertise and leadership approach in place.
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She should admit she's not a leader also
The CEO herself has admitted she's not a technical person therefore not knowing anything about the products at the company she leads. It trickles from the top down.
The only ability they possess is to always reply "yes" no matter how dire the situation or ridiculous the request. Learn this and you will climb the ladder too.
A development manager doesn't have to be a great technical person, as managerial and communication skills are more important, but they should definitely have development experience. One of my ex-managers came from implementation and had no development background at all. She was basically a paper pusher. This is typical FIS: no experience required as long as you have the right connections.
@c8 And their management's inability to see through this subterfuge is indicative of lack of management acumen and very typical for a top heavy, over managed org.
@bj the staff gymnastics performed by leaders to shore up their direct reports to maintain their positions while others fall has been instructive.
That’s par for the course. FIS “Development” Managers don’t need to know anything about development. They need to know how to babysit, manage a pre-defined process, and over staff their teams so that when the RIF comes they’ve got some meat to throw into the grinder. It is a very low IQ, low capability ability job.
High technical knowledge doesn't imply high leadership skills. Two different things.