The article discusses the common mistakes and challenges faced by new managers transitioning from individual contributors to leadership roles, particularly in the tech industry. The author shares personal insights gained during their early years as an Engineering Manager and emphasizes the importance of delegation, finding new sources of job satisfaction, focusing on team quality over quantity, managing engagement levels with transparency, and redefining success. By acknowledging these pitfalls and learning from them, new managers can grow into effective leaders who empower their teams and foster a productive work environment.
Key Points:
- Delegation: New managers often struggle to delegate tasks, which can hinder team growth and their own development.
- Dopamine Shift: The direct satisfaction from completing tasks as an IC may diminish; managers need to find fulfillment in mentoring and supporting their teams.
- Quality vs. Quantity: Success should not be measured by team size, but by the quality of work produced collaboratively by a cohesive team.
- Engagement Balance: Managers should practice "Guided Autonomy" - setting clear goals while allowing teams the freedom to achieve them without micromanagement.
- Managing Perception: New managers must navigate how they are perceived by their teams and stakeholders, emphasizing their role in facilitating team success.
- Redefining Success: New managers may face impostor syndrome; success can be gauged by the team’s productivity and happiness.
- Continuous Learning: Embracing mistakes as learning opportunities is vital for growth in management roles.
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