Craft & Career

You don’t have to give up your craft to grow your career. You don’t have to stop doing the work to manage others. You can grow your craft and your career. And you’ll be a better leader when you keep refining your craft.

It always happens the same way: the best designer, developer, or craftsperson tries to advance in their career. Some companies will tell them they can keep growing in their craft, get paid more, and avoid the dreaded “management track.” Other companies will force them into a management or leadership position, as it feels like the only way to move up in the organization.

Why does this become the ultimatum? And why must it be this way?

At one company, I started as a “Designer & Front-end Developer.” By the time I left, I was the “Director of UI Engineering” and still deeply involved in front-end development. Although I spent more time in leadership meetings and 1:1s with my team members, I continued to improve my skills and tackle the most challenging development projects.

Leadership is about setting an example. Like parenting, it involves modeling the behavior you want to see. Imagine going to a personal trainer to get fit; you’d expect them to be in excellent shape, far above your own fitness level. They set the example and the standard by which you measure your progress. If they can’t demonstrate superior fitness and knowledge, how can they effectively guide and coach you?

I spent two months building three startups that ultimately failed before accepting a position as a “Senior Software Engineer” at my current company. I joined a new company to refocus my energy on building new products. Now I serve as the “Chief Product Officer”. But I still code, design, and get my hands in the work.

I don’t believe I can coach and mentor designers, developers, and product leads without being involved in the work. I love making things, and doing so helps me lead others. I can set the standard.

I once worked with an incredible engineer. He started an apprenticeship program, training and mentoring junior developers. He found ways to share knowledge and insights across teams. The leadership team often sought his advice. By any measure, he was a “leader.” We needed an Engineering Director, and he was the obvious choice. So we asked—and he said “no.” Why? He didn’t want to manage people. He saw that role as taking him away from the natural leadership he was already providing. On one hand, I wish more people had the ability to say “no” like he did. But I also wish companies were structured to let someone like him stay in the craft and be a manager.

My contrarian belief is that the best leaders are also the best craftspeople. While this may not scale in larger organizations, it’s something I wish I saw more of—the ability to manage others in a craft you still practice yourself.

A perfect example of this is Jiro Ono, a sushi master who continued to refine his craft well into his 90s. Despite his age and status, he still worked behind the counter, preparing sushi for his customers. Jiro set a high standard for his apprentices and led them by example. He demonstrated that mastery of a craft comes from continuous improvement and dedication, and this relentless pursuit of excellence inspired his staff to strive for the same level of mastery.

When you set that standard, you are leading. As the Zen proverb says:

Before enlightenment, chop wood carry water.

After enlightenment, chop wood carry water.