## Atomic Insight Power in eng orgs drifts toward people managers over time. Majors treats that as physics, not a moral failure: managers see reviews and personal data, practice communication more, and sit in the middle of routing decisions. It is easy to stop empowering and start deciding. The result, if uncorrected, is that being an engineer stops looking good. People take the manager path for the wrong reasons, or engineers check out and ship homework, or they leave. The counter-move is deliberate. Keep repeating that management is a career change, not a promotion. Work harder to hold seats at the table for non-managers. One practice she names is inverting the org chart in your head: managers under the team as support structure, not perched on top. Autonomy and impact are not manager-only goods; if only managers get them, the IC track hollows out. **Cross-Domain Connections**: [[Leadership Avoidance as Easy Path]] is the IC-side choice to stay technical and later regret missing power. This note is the org-side failure mode: power drains to managers unless the company defends IC seats. [[Technical Decisions Belong to Engineers Not Managers]] and [[On-Call That Harms Sleep Is a Defect to Fix]] are concrete rights that keep the IC seat real. ## Source - [[An Engineer's Bill of Rights and Responsibilities]] — Charity Majors, charity.wtf, 2018-03-30 — https://charity.wtf/p/an-engineers-bill-of-rights-and-responsibilities