IC or Manager? The Real Question Is How You Want to Lead.

We often treat the IC vs. manager decision like a career fork — as if one path climbs higher than the other. But the truth is, both lead to impact, just in different ways. I’ve been on both sides — started as an engineer, moved into engineering management, then shifted into an IC role in product management to deepen my understanding of domains and the craft of product management. That phase helped me build depth, credibility, and confidence in my decisions. Eventually, my love for mentorship, scaling teams, and shaping direction pulled me back into a Director role. Having walked both paths, I’ve realized there’s no “better” choice — it’s about what excites you and how you want to make an impact.

The IC and people manager roles just create impact in different ways. ICs influence through their expertise — solving complex problems, driving product vision, and going deep into details. Managers influence through people — coaching, aligning teams, and building systems that scale. Both are equally important. And honestly, pay or title shouldn’t be the deciding factor. Strong ICs are just as respected and equally paid (some times more) because of the depth and clarity they bring.

Switching between the two tracks is possible, but it’s not always easy. Moving from IC to manager means learning to lead through others and letting go of being the one “doing.” Moving back to IC can feel more natural, but it still takes a bit of adjustment to get hands-on again. The key is to know yourself — what energizes you, what kind of work you enjoy, and where you can make the most difference. Whether you lead people or lead through your craft, both paths can be deeply rewarding when they align with who you are.

Qwik Takeaway:

Your title doesn’t define your impact — your energy does. Lead through depth or lead through others, but lead in a way that feels true to you.