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This is precisely why I consider the notion that the IC track and manager track are somehow parallel to each other.

Only managers truly have any say over employee performance; there is an inherent power imbalance that always puts ICs at a disadvantage.

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I've always worked in places that either didn't have an IC track, due to being too small, or where the top of the IC track reported directly to higher levels of management.

I assume the idea was that if you're a Principal Engineer reporting to the VP of Engineering, and the team X Engineering Manager also reports to the VP of Engineering, then the two of you are in balance.

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