Making a move from technical to management. Any advice?

Exterous

Super Moderator
Jun 20, 2006
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So we are setting up a new team pretty quickly for a new job and instead of hiring a new manager they approached me to see what it would take for me to be interested in leading it. The other potential issue for a new hire is that it may or may not be a permanent team (depends on contract renewal and\or new business. I did ask that at least my old job and this raise be guaranteed regardless of what happens which they then wrote into the agreement)

I accepted the offer today so half my schedule will now be management related instead of technical. Anyone else make the change? How did it go? Any words of advice? I'd been mulling over next career steps and this seems like a decent way to see if the management route is something I would enjoy. It still includes technical responsibilities and if it falls through I can go back to something I'm content with. If the position becomes permanent and I don't like it I could probably decide to go back to technical after they hire a replacement. If its permanent and I like it then I can keep going with it.

When they talked to me I also noted I was "interested in a faster track to 5 weeks of PTO" - which I would get automatically in another 4.5 years. So they offered an extra week this year plus 5 weeks starting Jan 1 (+ my 12 sick days). Better than I expected so +1 to vague initial requests
 
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Ns1

No Lifer
Jun 17, 2001
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Prepare to be hated by everyone for doing what they hired you for - managing people.

I find it pretty awesome except for the difficult conversations/coaching & development part.
 
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Platypus

Lifer
Apr 26, 2001
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I moved into a management role from a purely technical one, but I am still at least 50% technical so not exactly the same situation.

I like the role, I don't regret it. I get the chance to help others improve and grow their own skills and I still get to work on the more advanced and high impact projects so it was a win/win for me.

The downside is having to get your hands dirty and have tough discussions with your peers and friends if the need arrises. Generally this is minor, but it can take a toll and change how some people treat you.
 

Ns1

No Lifer
Jun 17, 2001
55,419
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Generally this is minor, but it can take a toll and change how some people treat you.

I just found a way to connect w/ one of my team members so we've developed a decent rapport. I also have to give him an unsatisfactory performance review in a few weeks.

whomp whomp.
 

kranky

Elite Member
Oct 9, 1999
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The toughest thing about moving to management is being able to communicate your expectations and hold people accountable. If your team would be your current co-workers, how will you deal with stuff you know they got away with before but now you're expected to address?

Everybody hates doing and receiving performance reviews but there's a good way to minimize the suffering. Right off the bat you work with each person to set expectations and goals. Each month they have to brief you on the progress and whether they are up to speed -just an informal discussion. This reinforces that you are tracking progress. It makes people work on their goals. And when formal performance review time arrives, you have all those months of notes to use and the forms practically fill themselves out. Nobody is angry or surprised at what they hear, it's the same thing you've been discussing each month. They still might want a higher rating, but they know it's fair and they weren't blindsided.

Since your role is new, find out what the criteria for success is and how you will be evaluated. If you think the criteria isn't equitable, negotiate something better.

In management you have to manage "up" as well as "down". I could write books about issues related to being a new manager (was one, trained/mentored some, saw many more) but I always summarize this way: (1) find out what your boss wants, and give it to him/her; and (2) help your boss look good when you can. It's not usually smart to do what you think (even KNOW) is right if your boss wants something else. Better to get the boss to change his/her mind if at all possible than to do something different. Many managers have failed while doing the right thing, when the boss wanted something else done. Countless times I've had to argue for something different, lost the argument, then had to do something less than ideal. But I have made it through a long career under many different types of bosses without ever being demoted, canned or laid off.
 
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BarkingGhostar

Diamond Member
Nov 20, 2009
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It is a trap. Companies that are large tend to find certain kind of managers highly surplus worthy. Those would be managers that manage others and project managers.
 
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NutBucket

Lifer
Aug 30, 2000
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I made the jump a few months ago. So far I don't mind people management. In fact I just posted my first job requisition. What sucks is all the project management sucking up all my time and the associated meetings. Oh well, at least I got a decent raise.
 

Exterous

Super Moderator
Jun 20, 2006
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It is a trap. Companies that are large tend to find certain kind of managers highly surplus worthy. Those would be managers that manage others and project managers.

We're only a couple hundred people so I don't know if you consider that large or not
 

BarkingGhostar

Diamond Member
Nov 20, 2009
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A couple of hundred employees would be tiny. I was thinking of my employer (~300,000). So maybe you might not have the risks I was eluding to.