Developers have the following core competencies: project management, ui/ux, distributed architecture, programming (including programming tests and devops), security, and data management (sql, back-ups, etc). Obviously people are going to specialize at some point, and some systems need entirely different skills, and I'm leaving out SAs, DBAs, UX designers, Product owners, but for most work you need a team that can cover all that, and imo, senior developers should have a pretty good handle on all of that even if they specialize in one area. (By project management, i don't expect them to be project managers, but they should know how projects go down from start to finish)
As an engineering manager your core competencies are vision (do you know what needs to be done), leadership (can you sell a vision and get buy-in), administration (follow sdlc, do all the HR stuff), and mentor both junior and senior people in all of their core competencies.
Your main job is to deliver in the short term but also build a more capable team. If your senior staff know more than you, that's awesome, as long as you can tell when they are getting off-track.
It's a big space to operate in. Few do it well and most dev managers get by ok for decades basically sucking by this criteria, so don't be scared to just jump in.
Most days, I'm not sure I do it well, but that is the framework I use to guide myself and evaluate other managers. The vision/mentoring comes pretty easily to me (i have a very strong dev and architecture background), the leadership, especially up and across the org chart? Well, let's just say I'm working on it.
I was puzzled by this recently and found it was due to slight mouse movement between the click and release. I can't remember the exact context but it was related to items that were drag-and-drop enabled. The press-to-select, move to drag, release-to-drop interaction was taking precedence over the press-release to click the button, even when the movement/drag was tiny, only a couple pixels.
I can't think of an instance where I would dragging-and-dropping a button, maybe it was an anchor element or something else clickable, but perhaps it's an avenue to investigate.
The networks were given broadcast spectrum in return for one hour a day of public service, which took the form of news broadcasts. This was taken quite seriously by the original owners of the networks as a solemn duty to inform the public. They built large, global news gathering organizations that were a source of pride to them personally. They practically competed to lose the most money on news. (IIRC, by the mid-80's losses were in the $300m/yr ballpark.)
By 1987, a number of factors - changes in ownership for the big 3 networks, upstart FOX network, the increasing importance of celebrity anchors on ratings, deregulation of media ownership laws and other factors - caused a mass shift towards looking at news as profit centers.
Ken Auletta's "Three Blind Mice" is excellent. (At least on recollection. It profoundly changed my understanding of the media when I read it 25 years ago.)
Newspapers have never had such constraints but there were laws limiting the concentration of ownership aimed at making sure people had diverse influences in any one market. For instance, TV channels could not be owned by the same company that owned a newspaper in the same market. I don't know enough off the top of my head to expand more usefully on that.
Developers have the following core competencies: project management, ui/ux, distributed architecture, programming (including programming tests and devops), security, and data management (sql, back-ups, etc). Obviously people are going to specialize at some point, and some systems need entirely different skills, and I'm leaving out SAs, DBAs, UX designers, Product owners, but for most work you need a team that can cover all that, and imo, senior developers should have a pretty good handle on all of that even if they specialize in one area. (By project management, i don't expect them to be project managers, but they should know how projects go down from start to finish)
As an engineering manager your core competencies are vision (do you know what needs to be done), leadership (can you sell a vision and get buy-in), administration (follow sdlc, do all the HR stuff), and mentor both junior and senior people in all of their core competencies. Your main job is to deliver in the short term but also build a more capable team. If your senior staff know more than you, that's awesome, as long as you can tell when they are getting off-track.
It's a big space to operate in. Few do it well and most dev managers get by ok for decades basically sucking by this criteria, so don't be scared to just jump in.
Most days, I'm not sure I do it well, but that is the framework I use to guide myself and evaluate other managers. The vision/mentoring comes pretty easily to me (i have a very strong dev and architecture background), the leadership, especially up and across the org chart? Well, let's just say I'm working on it.