Get into management is not a promotion but a career change.

But I saw a salary bump since I'm working as a software development manager.

I'd say it's not a career change but a role change. Managers don't understand sw development unless they have a development background.

@electrineer you can't be a manager unless you was a coder in the past. You won't get respect from coder if you can't code.

@electrineer a lot of managers don't understand basic shit unless they have a background or are hands on to some extent.

If all you do is write emails and attend calls, then you can never know what's happening.

@Floydimus how is that possible? Manager I mean engineering manager

@simpledev possible what?

@Floydimus for someone to manage an engineering team without technical background

@simpledev I have seen many non-engineers do it.

Not MBA but folks barely graduated.

And many MBAs do that too.

Changing paths yeah.

The moment that you care more about people motivation and QOL instead of the quality of your code you just changed your path.

@gcavalcante8808 manager care about quality

@simpledev sadly, there are lots of those who care only about their asses and not quality, let alone the accordance to processes.

@vintprox Sadly, this seems to be most managers. No fucks given about the project 2 years down the line, they just want to get any old shit out the door and tick a box.

@simpledev bullshit. It's the same as saying you can't be a developer unless you know C.
It entirely depends on what you have to do. In my company the managers don't have a say in how things get implemented. Hardly even what we need to do. It's what PO, PM and BA's are for.

@hjk101 the what's your manager is doing? Cheerleader for the team?

@simpledev How about

- Setting requirements
- Protect against aggression from above
- General communication interface between softdev and management
- Communication with clients
- All of the tedious work, such as handling patents
- Making sure the team has all that is required to work properly
- Ensure the team understands the domain specific context of their tasks
- Ensure team members are aware of what the rest of the team does
- Prioritize tasks
- etc.

@simpledev sorry missed this one.
A lot of what @Maer said. They are mostly people managers.
Their number one task is "making sure teams have all that is required to work properly". That includes personal development, team coaching, new members, consultants (we can request an UX or crypto expert for example). Conflict resolution and general fighting for our teams interests. So in that last regard perhaps a bit of a cheerleader.

@simpledev respect is gained from the manager understanding the developer needs.
that means giving respect for The developers helping them professionally and emotionally (development team can be a kindergarten sometimes).

But It's usually comes to time to work on the craft mean s good estimations for every feature and not overloading to the point of failure or destress.
Dev background will surely help a lot.
But my favorite managers was non devs.
Because of the reasons I mentioned above.