问HN：软件经理的未来是什么？
我注意到“玩家教练”（player-coach）这个词在CEO和风险投资者中被频繁提及。我认为这个概念起源于风险投资圈以及“快速行动”的理念。
虽然确实存在很多浪费，许多管理者仅仅在进行协调而没有增加价值，但很难想象一个管理者会有20多个下属，还能在此基础上进行编码。
我正在寻找工程经理（EM）的职位，但几乎没有收到任何回应。我一直保持相对动手的状态，但并不是每天都写生产代码。我在简历上有一家FAANG公司、一几家中型公司（相当于PayPal）和两家初创公司。你们的情况怎么样？你们是如何获得管理职位的回应的？
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I am seeing the term "player-coach" thrown by CEOs and VCs. I think this originated somewhere in VC circle and "move fast" philisophy.<p>While there is a lot of waste and many managers are doing coordination only rather than adding value, it is hard to imagine having a manager 20+ reports and then doing coding on top of that.<p>I am looking for EM job and barely seeing any responses. I have remained fairly hands-on but I don't write production code every single day. I have one FAANG, a few mid size companies (equivalent of PayPal), and two startups on resume. How are you all doing and what are you doing to get responses for manager roles?