That’s why a lot of companies only promote after demonstrating a track record of performing at the next level.
It can also be an argument for secret levels. Although I’m not sure how useful that really is in practice.
For someone who does well at influence, it’s not a mandate, it’s permission to spend some time on the nontechnical factors that are necessary to make your work turn out better. And that also means helping others who have good ideas but aren’t comfortable with the influence part themselves.
I don't think this is like looking up a reference. This article is a general guideline on how to be a good Principal IC, the thing you're supposed to already know if you're a Principal IC.
This is like reminding a top doctor "do differential diagnosis". Nope, top doctors already know this, it's redundant advice.
This is like reminding a good thinker they must think about things: they already know this and it's presumably how they got to the position in the first place.
I think this article is a promotional piece for the author's personal brand, thinly veiled as advice for others. It's "look at what I know, and here's why you should pay me". These people love to talk about themselves.
It can also be an argument for secret levels. Although I’m not sure how useful that really is in practice.
For someone who does well at influence, it’s not a mandate, it’s permission to spend some time on the nontechnical factors that are necessary to make your work turn out better. And that also means helping others who have good ideas but aren’t comfortable with the influence part themselves.