Seriously? When I was at Microsoft, it was like "hot potato" to have to give up a coveted dev role and take on dev lead responsibilities. In particular, being a first-level manager was treated as a sort of curse with all of the worst bits --- not enough time to still work on big things (e.g. as a manager, I too owned logging for a while), but not high enough in the org to justify being full-time on hiring, coordinating teams, and fighting for 0.9 offices / headcount instead of 0.75.
Which sounds dumb until you're on a team with 0.9 offices / headcount and you see the productivity soar, for reasons I never bothered to quantify (if free fruit on Friday => productivity, just buy the fruit; don't ask).
By 0.9 offices / headcount I mean the ratio of space allocated to your team (number of physical offices) versus the number of people. The closer that is to one, the more people get their own, private office. At least when I was at Microsoft, private offices were about a 2nd year perk in good teams, and 3rd-5th year one in less profitable / high profile orgs.
I was sort of joking because that was "above my pay grade" - building and floor-level negotiations happen at the SVP->General Manager levels and down at the bottom we were mainly fighting for scraps or percentage of our allocation that was along windows vs. interiors.
Seriously? When I was at Microsoft, it was like "hot potato" to have to give up a coveted dev role and take on dev lead responsibilities. In particular, being a first-level manager was treated as a sort of curse with all of the worst bits --- not enough time to still work on big things (e.g. as a manager, I too owned logging for a while), but not high enough in the org to justify being full-time on hiring, coordinating teams, and fighting for 0.9 offices / headcount instead of 0.75.
Which sounds dumb until you're on a team with 0.9 offices / headcount and you see the productivity soar, for reasons I never bothered to quantify (if free fruit on Friday => productivity, just buy the fruit; don't ask).