tl;dr:"After reaching a certain level of seniority, it’s expected that a worker can self-direct in service of the organizational goals. This creates a situation that can be difficult to navigage: is it really self-direction if the organization decides what are the “right” and “wrong” choices in the end?"
tl;dr:Raphael discusses "why and how a tech company can offer a career path to its engineering technical leaders," notably the different tracks for “deep ICs” versus “broad ICs.” Raphael acknowledges 2 "pressure points" within a growing org: (1) The need to grow increasingly skilled technical leaders. (2) An increasing misalignment between leadership responsibilities and existing responsibilities for anyone on the IC track.