Work management
Discussion
Most of the people I know who have moved from being "on the tools" into management have universily hated it. Being good at a techincal role is often completely different from a management role however it appears to progress one needs to become a manager.
For those who have made this step what helped them through the process or did they just know it was not for them?
For those who have made this step what helped them through the process or did they just know it was not for them?
I have always managed to keep my "feet on the ground" all of my staff knew I could do their job because I made a point of being there with them. Doing their job so they could have a break. etc There were days when I would leave my car at work and go do a days work in a van. Now that had three benefits. firstly it kept my hand in, and secondly it cut down on a lot of the petty moaning because they knew I could still do their job if needed. It also meant I had the respect of the people I worked with.
You've got to give your team a level of control that a lot of technically skilled people struggle with.
OK so you know you'd do it this way, but if you go around insisting everything is done your way, especially if you insert yourself into the process of producing whatever it is in unnecessary ways, then your staff will wind up demoralised and deskilled. You'll end up running flat out doing their jobs for them, and causing unnecessary bottle necks. This means developing a level of trust with your staff that they'll do the job well (through coaching, giving them the correct tools, direction, QA and delegation), and getting out of their way - which is rather scary to begin with
Look at it this way, if you're one of the meercats on the ground, then who is the meercat with their head up looking out for everything and everyone? Either no one, in which case the team won't have enough direction, and firefighting will take precedence over longer term strategy, or you'll wind up with others taking over the leadership side of things (either your superiors or maybe one of your team) which will undermine your role as a manager.
OK so you know you'd do it this way, but if you go around insisting everything is done your way, especially if you insert yourself into the process of producing whatever it is in unnecessary ways, then your staff will wind up demoralised and deskilled. You'll end up running flat out doing their jobs for them, and causing unnecessary bottle necks. This means developing a level of trust with your staff that they'll do the job well (through coaching, giving them the correct tools, direction, QA and delegation), and getting out of their way - which is rather scary to begin with
Look at it this way, if you're one of the meercats on the ground, then who is the meercat with their head up looking out for everything and everyone? Either no one, in which case the team won't have enough direction, and firefighting will take precedence over longer term strategy, or you'll wind up with others taking over the leadership side of things (either your superiors or maybe one of your team) which will undermine your role as a manager.
It is all about the team, your relationship with your boss (and support) and the company. Some of the managers here have it fairly easy and others are stressed to hell, me included. I have some great people on my team and some others who do a good job but are a nightmare to manage. I went from a technical job to department head/manager 3 years ago. I got a 19% pay rise but to be honest, I'd give that up and hand over my left nut to be back on the tools so to speak. I've been doing it nearly 3 years and I'm out of touch with my old job so going back will be difficult.
Last night I went to bed at midnight. Woke up at 3:30am, dozed and woke up at 4:15am. Drifted back over and finally woke up at 5:30am thinking about work and stressing over projects I'm on the hook for. I got up and went downstairs so as not to disturb the family. This is quite regular and I never thought about work after 5pm in my old role.
Last night I went to bed at midnight. Woke up at 3:30am, dozed and woke up at 4:15am. Drifted back over and finally woke up at 5:30am thinking about work and stressing over projects I'm on the hook for. I got up and went downstairs so as not to disturb the family. This is quite regular and I never thought about work after 5pm in my old role.
For me, the transition was in the early to mid 90s where I moved from being a Graphic Designer to Account Manager. Whereas previously, I'd meet a client, discuss the brief then work to develop that brief into a design, I had to disseminate requirements to a team of Graphic Designers.
This was frustrating as, in my head, I knew what was needed but articulating that was very difficult and I would become frustrated at the outcomes. But for me to progress, I knew I needed to work around this.
Two things helped. The first is that around this time, design software was taking over from magic markers and whilst I had acquired knowledge on how to use it, I deliberately kept away from any opportunity to properly learn the software so I no longer had the temptation to jump on and do it myself.
And the second was that I eventually found a small team of designers that shared a lot of my vision and design 'nuances' which gave me greater confidence to let them get on with it.
This was frustrating as, in my head, I knew what was needed but articulating that was very difficult and I would become frustrated at the outcomes. But for me to progress, I knew I needed to work around this.
Two things helped. The first is that around this time, design software was taking over from magic markers and whilst I had acquired knowledge on how to use it, I deliberately kept away from any opportunity to properly learn the software so I no longer had the temptation to jump on and do it myself.
And the second was that I eventually found a small team of designers that shared a lot of my vision and design 'nuances' which gave me greater confidence to let them get on with it.
I work in software development, have been a manager for about the last 7 years. I hate the managerial side of things. Thankfully I have been able to remain quite hands-on and still develop code. People managing other developers is not too bad, they are generally highly paid, professional people and you rarely get problem children. Although they are prone to be a bit diva-ish at times.
Most of my time in management was at small companies, recently we have been acquired by a multinational and I have been assimilated in to the corporate middle management structure. Its all meetings and emails. Yawn. They bought in a senior manager who had lots of IT experience but not development. he is completely hands-off. If hes not in a meeting he wanders the office talking to everyone and anyone, because he basically has nothing to do and is bored.
As long as I can remain hands on I can deal with the rest of it. But I couldn't do a full time manager role. We have to have succession plans at our work. When the manager mentioned above said I was to be his, I said no f
king way.
Most of my time in management was at small companies, recently we have been acquired by a multinational and I have been assimilated in to the corporate middle management structure. Its all meetings and emails. Yawn. They bought in a senior manager who had lots of IT experience but not development. he is completely hands-off. If hes not in a meeting he wanders the office talking to everyone and anyone, because he basically has nothing to do and is bored.
As long as I can remain hands on I can deal with the rest of it. But I couldn't do a full time manager role. We have to have succession plans at our work. When the manager mentioned above said I was to be his, I said no f
king way.Gassing Station | Jobs & Employment Matters | Top of Page | What's New | My Stuff