Being a manager in India’s IT sector might sound glamorous on paper, but those who hold the title say it’s often more risk than reward. A recent Reddit thread revealed just how misunderstood the role can be. From stagnating skills to being the first in line when companies need to cut costs, managers opened up about the realities of their jobs—and the confessions are eye-opening.
One IT company manager explained that post-COVID, he noticed an unusual shift in workplace dynamics. Newer employees avoided interacting with him unless he initiated conversations, even though they easily mingled with his juniors. He wondered if it was his designation—or maybe just the age gap—that created that invisible barrier. While team-building events occasionally broke the ice, he admitted he had come to accept the distance.
The bigger struggle, however, lay in the role itself. Managers, he said, carry all the responsibility but enjoy almost no real authority. While they’re expected to push teams through tight deadlines, they often lack the power to offer meaningful incentives beyond what the company already provides. Promotions, salary hikes, and bonuses remain largely outside their control, no matter how hard they advocate for their team.
Then there’s the hidden career risk. Becoming a people manager often means sacrificing long-term technical growth. Without putting in extra hours at night, many managers lose touch with their core skills. And when companies need to trim budgets, managers are usually the first to be replaced—often by newly promoted juniors who cost less.
Still, he admitted the coin has many sides in India. Some managers do misuse the limited authority they hold; micromanaging leaves, work hours, recognition, and even benefits to assert control over their teams. This dual reality, he argued, is what makes the role so widely misunderstood and, at times, resented.
Internet reacts
Some users shared that they had been fortunate to work with understanding managers who taught them that authority should be exercised with restraint. Others pointed out that while not all managers misuse power, many learn the role only through mistakes and observation, and respect for subordinates is non-negotiable.
Another perspective was that micromanagement often arises not from intent but from circumstances—like when team members fail to flag issues until the last minute, forcing managers to increase check-ins. One person recalled how, as a team lead, they faced attempts from leadership to create rifts within their team but resisted, believing that trust and fairness always circle back.
One IT company manager explained that post-COVID, he noticed an unusual shift in workplace dynamics. Newer employees avoided interacting with him unless he initiated conversations, even though they easily mingled with his juniors. He wondered if it was his designation—or maybe just the age gap—that created that invisible barrier. While team-building events occasionally broke the ice, he admitted he had come to accept the distance.
The bigger struggle, however, lay in the role itself. Managers, he said, carry all the responsibility but enjoy almost no real authority. While they’re expected to push teams through tight deadlines, they often lack the power to offer meaningful incentives beyond what the company already provides. Promotions, salary hikes, and bonuses remain largely outside their control, no matter how hard they advocate for their team.
Then there’s the hidden career risk. Becoming a people manager often means sacrificing long-term technical growth. Without putting in extra hours at night, many managers lose touch with their core skills. And when companies need to trim budgets, managers are usually the first to be replaced—often by newly promoted juniors who cost less.
Still, he admitted the coin has many sides in India. Some managers do misuse the limited authority they hold; micromanaging leaves, work hours, recognition, and even benefits to assert control over their teams. This dual reality, he argued, is what makes the role so widely misunderstood and, at times, resented.
Internet reacts
Some users shared that they had been fortunate to work with understanding managers who taught them that authority should be exercised with restraint. Others pointed out that while not all managers misuse power, many learn the role only through mistakes and observation, and respect for subordinates is non-negotiable.
Another perspective was that micromanagement often arises not from intent but from circumstances—like when team members fail to flag issues until the last minute, forcing managers to increase check-ins. One person recalled how, as a team lead, they faced attempts from leadership to create rifts within their team but resisted, believing that trust and fairness always circle back.
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