There is no shortage of technical programmers, but those who excel in both technology and management are few. Some claim that management is a challenging task since dealing with machines is much easier than dealing with humans, and managers must satisfy leaders' demands and consider the whole team's feelings. Frequently, they must shoulder the burden, or their values are hard to reflect on.

Technical management is involved at every level of R & D since every team effort consists of the division of labor. Even though technical personnel do not choose to become managers, they can not always avoid it at a certain level of development. Previously, we had an online conversation with a few fans, and technical individuals worldwide shared their opinions on the subject.

Role reset: from executive to manager

"People who can only write code will always prioritize task setup and completion. Many managers have a technical background, so their experience will restrict them. It is impossible to escape the innate way of thinking. "

--leaf

Transitioning from technology to management necessitates a difficult shift from executive to visionary leader. Previously, you had to perform well on your own, but now you must guarantee that the entire team performs well.

A common misconception is that one must do everything oneself. The superior issued the assignment but would take over if the subordinate's implementation progress was not optimal or performed poorly. The duty is too burdensome, and they are too embarrassed to assign it to subordinates, so they solve it themselves. These supervisors may become physically and psychologically weary in the long term, and the team will cease growing.

It is OK for managers to assume responsibility, but they should not actively assist team members in resolving the issue. Because in management, individual achievement is no longer the objective. The success of the team is true success. To remedy this issue, keep in mind that it is more effective to educate people on how to fish than to provide them with fish. These are the principles:

1. Try to restrain the "leave it to me to do it" mentality on the premise of giving support to the team to maintain trust.

2. Understand the task objectives thoroughly and accurately grasp each team member's character and ability.

3. Be as detailed as possible when splitting tasks, assigning tasks with clear objectives and acceptance criteria.

4. Keep abreast of project progress and avoid losing sight of the big picture by focusing on technical details.

5. Always be results-oriented and communicate and discuss problems in time.

How to satisfy the boss and persuade team members

"First, you must determine the nature of the problem your boss wants you to handle and then create a detailed strategy for your managerial responsibilities. Do not whine or provide excuses; instead, resolve the issue in earnest.

Second, you should be goal-oriented and comprehend your team's general objective and your own personal objectives; obtain a deeper grasp of the unique conditions of the team members, such as their technical talents and the present bottleneck. Employees in a firm need nothing more than growth or money, and we must create incentives and provide adequate room and freedom in a comfortable management style; do your best to provide team members with benefits, bonuses, pay increases, and opportunities to study elsewhere."

--QA-Xinxin

Reset the position: hold the bag for team members and praise their contributions.

"If the boss does not assume responsibility and the employee cannot afford it, the employee has no alternative but to resign. If, as a middle-level leader, you seldom commend team members in front of the boss, the boss may not recognize them at all when they seek a promotion or pay rise. Then, due to the restricted budget, the manager would often reject your application, resulting in the loss of talent. This can also result in direct losses for us; after all, we are ultimately responsible for poor team stability. "

--Java-Xiang Wentian

What kind of leadership is the most "toxic"? Simply put, you carry the blame while he has the credit. Whether you have encountered this kind of leader before, do not do what you do not want to do to others and never become such a person.

If a team's tasks are not completed on time, regardless of the direct cause, the manager needs to take responsibility. Maybe it's because team members are not competent enough, requirements frequently change, poor cross-departmental collaboration, or inadequate communication. There may be many internal and external factors that lead to the ultimate result, but at the critical moment, some responsibility must be borne by us. With no such courage to take responsibility, the manager is not qualified; and with the team losing morale, the position is just a mere scrap of paper. Of course, no one likes to take the blame, and it's better to prevent problems before they happen. Summarizing the lessons and timely reviewing them can effectively reduce the chances of accidents.

In adversity, we should be brave enough to take responsibility; and in good times, we should proclaim our contribution. Two kinds of managers are less favored in the workplace: one kind of manager always reports every detail to the leader; the other is buried in the work and never speaks. And many technical managers are the latter because their interpersonal skills are not strong, so they are used to working all day in silence. But this is a big taboo for managers. Learning to take credit properly, especially for the team, is key.

Whether the leader knows the technology or not, if the project is completed and the results exceed the client's expectations, it is necessary to let the boss see the team's excellence or leave a good impression. In this way, the boss will naturally give your team more support and trust in the next round of project allocation. You also need to report the outstanding merits of your team members to your boss in time so that they will have a higher success rate when there are opportunities for promotion or salary increases in the future.

What should we do if the leaders can't see our achievements?

"Suppose there is a lack of more effective communication channels. In that case, you can communicate the key points in the work, daily reports, weekly reports, and various matters in emails and copy them to the leader. Please note that both email and face-to-face communication are required. The role of email is to clarify responsibilities afterward. When communicating in person, be careful to inform the leader that the email has been sent and copied. Nevertheless, this circumstance suggests that the organization's internal dispute has gotten more serious, and it is time to look for new employment. A good organization will not experience this issue internally."

--Python-Salty Fish

Value reset: communication and management are critical skills

"The problem that technical people may encounter is how to manage up."

--A coder-Mai Zi

Most of the time, these individuals will remain buried in the task, believing that it is OK as long as the criteria are met and the project is delivered on schedule. With such a mindset, people will be preoccupied with numerous petty matters, accomplishing more with less thought, focusing more on their work, and caring less for their teammates. Over time, it will result in numerous communication and collaboration issues.

Communication is always vital for managers. Externally, managers must have an inclusive mentality to avoid exhibiting emotional actions. Internally, they must take targeted actions, care about the development of their team members, and delegate tasks to the appropriate individuals. Managers must never forget the following:

1. Clarify requirements beforehand and record them in documents as thoroughly as feasible.
2. Do not focus excessively on yourself; give more attention to those around you.
3. Provide correct direction for team conflicts, and never turn a blind eye to their development.
4. Do not cause difficulties for subordinates, but rather assist them in problem resolution.

In addition, managing upwards is a daily challenge for technical managers, particularly first-line managers. You have few opportunities to communicate upward or even across levels, so you must capitalize when you do. Unlike empty stage rhetoric, one-way downward communication and upward communication can constitute a closed loop of information flow. Here are three suggestions:

First, before carrying out work, you need to understand the big boss and other leaders' work styles. Have a clear position of your own, and then make effective responses.

Second, it is preferable to provide regular updates to the leadership so that they are aware of your challenges and can assist with resource coordination.

Third, regardless of the results, perform well and report them to leadership. Have no qualms about carrying everything yourself and falling into a massive trap.

In addition, whether level-by-level or cross-level reporting, there is an upward communication culture. Even though cross-level communication is often frowned upon, a single powerful individual may frequently result in the loss of exceptional personnel. To avoid this circumstance, make every effort to identify an opening or the necessity for secondary management. Report to your leader and the leader of your leader to keep them informed of your capabilities.

How to position the value of management?

"Most technical individuals perceive management as directing subordinates to complete projects. However, this disregards upward communication. In reality, most IT units belong to non-business departments, and their most significant value lies in their collaboration with business departments and executives to support the organization's core business. As a manager, your clients are corporate divisions and leaders. As long as they can supply you with valuable services, maintain frequent contact. The manager role is not an extended technical job but rather an additional business role."

--IT Training-JK