I intentionally took a down-level, going from director of a 40+ team to an 8 person team. It was an opportunity to work on a product that I was excited about, and I didn't believe my ego was wrapped up in team size. It seemed like less responsibility for more money was a great deal.
I still maintain that's true. However, in hindsight what I learned was that no matter the org, it's frustrating as a manager to not have the level of influence you're accustomed to...especially when you see organizational problems. I had more experience than my boss did in their role, and they were drowning. I realized within two weeks that I had made a mistake and could only watch. Six months later that entire org got dissolved and reorganized. That leader was laid off.
The only way I'd recommend a down-level to anyone is if you really believe you can accept people operating above your level being bad at their roles.
I still maintain that's true. However, in hindsight what I learned was that no matter the org, it's frustrating as a manager to not have the level of influence you're accustomed to...especially when you see organizational problems. I had more experience than my boss did in their role, and they were drowning. I realized within two weeks that I had made a mistake and could only watch. Six months later that entire org got dissolved and reorganized. That leader was laid off.
The only way I'd recommend a down-level to anyone is if you really believe you can accept people operating above your level being bad at their roles.