As a programmer, if you want to continue to grow, management is the threshold.

Even if you want to be a pure technology, you still need to do a good job in management, because architects have size, and the bigger the plate of architecture is, the stronger their own capabilities will be, but a big plate cannot be achieved by an individual.

memories

I started to lead the team after one or two years of work. The business was developing rapidly and the team was getting bigger. The leader asked me to lead the team. I think it is because I am the main force of the team and grow up step by step with the team. I know many modules well and have good relationship with my brother team.

At that time, the company was very large, but it did not pay attention to staff training, and there was no guidance during my management, so I had to explore many things by myself and stumbled. Fortunately, around 2020, the company has established a relatively complete employee training mechanism, which is believed to be of great benefit to students who do management for the first time.

I could have done better with some fundamental guidance on management.

The book that has helped me a lot in management is Echelon of Leadership, but I always feel that something is missing after reading it. I think it is because there is no summary of methodology. Want to see the content that learns a bit relaxed recently, as it happens, have this “technology actual combat 36 tell”, just began to feel moisture is bigger, but feel right more look more. Compared with Leading Echelon, Lecture 36 has its own advantages and disadvantages:

  • Echelon of Leadership is divided into more detailed positions, and each level is introduced. The disadvantage is that it is a little broad, of course, it may be that I did not understand

  • Lecture 36 is more practical. The author sorted out the methodology. The shortcoming is that he did not talk about the difference between different positions and levels

Recently, my daughter-in-law’s position was promoted. When I talked with her about management, I told her some ideas about management. She said she was very inspired and asked me to write to her. So I’m going to talk about what I know about management in four or five installments. In this regard, I am a student myself.

In fact, no matter how much management knowledge you learn, you still need to practice it and develop management methods that are in line with your own.

structure

This chart from Lecture 36 does a good job of categorizing management, and this time I’m going to talk about role recognition.

The role of cognitive

The main purpose of role cognition is to understand one’s new identity. Only by doing this can one do things that are in line with one’s identity, which is the most important prerequisite for good management. A person’s behavior, ability, values, all from the most fundamental cognition, is the self-role set. If you don’t get it right, you’ll do things that don’t fit the role.

The faster you get into the new role, the better for your growth. Some students switch seamlessly, while others take a long time to realize that their roles have changed.

A paradigm shift

Thinking dimension

From being an engineer to a manager, there is a change in the dimension of thinking:

instructions

In short, managers need to be aware of the big picture. If we use the analogy of life stage, it is the transition from having enough for one person and not hungry for the whole family to having a family and a family, we need to consider all aspects and take care of the family.

At this stage, treating yourself as a front-line employee is damaging to the team.

At this stage, most of the time needs to be spent thinking, not doing concrete things. There are many directions for thinking, such as planning, team, task management, etc. Anything that seems unreasonable and extensible needs constant thinking. A good team must be thought out rather than grown by itself.

The same

The above information is very similar to what is required of the new manager in Echelon, which proves this part of information is somewhat correct.

Avoid pit

As a manager for the first time, there are some common mistakes, and whether the change of thinking, personal personality is very relevant, we try to avoid these problems. It is recommended to speak and act carefully in the beginning, and to act after thinking well.

  1. Process oriented, passive execution

  • Lack of team direction. Everyone is focused on the job at hand, and the team is not motivated and cohesive with the vision.

  • The team is not producing effective results. Because the team has no sense of direction, results are hard to be effective.

  • Inability to lead a team. Due to limited perspective, I am not able to lead a team.

  1. I am the strongest

  • Echelon problem: nothing grows under the tree, echelon is slow to cultivate. Because echelon training needs authorization, high potential talents need to have space to play and assume corresponding responsibilities

  • Motivation issues: Team members are discouraged and pull back because managers push too far.

  • Personal development issues: I am too busy and tired to take on bigger business because OF lack of effective support from my team members.

  1. Take the lead, take charge of the nanny

  • Unprofessional management style and culture, which brings great potential risks to the company.

  • The team has no direction, so it is difficult to make correct judgments and decisions.

  1. Single perspective, solidified thinking

  • Habitually stuck. When faced with problems and difficulties, it is easy to get stuck, and there are endless gaps everywhere.

  • The cognitive level is low. As a result of being dominated by a single inertial thinking, the cognitive level and the dimension of consideration cannot be improved.

  • Embarrassment and responsibility. Due to lack of creative problem-solving ability, it is difficult to undertake challenging work.

  1. Sweep the snow in front of the door and guard the border

  • Project progress is not smooth, thus affecting the overall results.

  • Self-imposed limits, and therefore limits personal growth.

  • Personal influence cannot be extended. Because you have eyes and hands tied to the team, you can’t influence the wider world and become a more senior manager.

  1. Be swayed by considerations of gain and loss

  • Hesitant, unable to do a good job of management, slow growth.

  • The view of technology is too narrow, which affects the improvement of technical judgment.

  • Due to misjudgment, a good development platform may be missed.

Prepare in advance

If you are still on the front line, you can think about these things in advance

  • The opportunity is for those who are prepared to move more smoothly into management roles

  • Their success in dimension, this ability will always belong to their own, but without harm

Most of the time, they reached a certain stage in advance, the opportunity comes naturally.

conclusion

I’ve been writing this blog for a long time, so this type of knowledge is always on the back of your mind, constantly thinking and discovering new things. In the process of writing, I also cleared up a lot of confusion, which I think is one of the benefits of blogging.

If you still don’t know what to do, add “how” to the list of things your manager needs to do and think about it. When you can answer “how”, you have a degree of mastery of management.

The last

If you like my article, you can follow my public account (Programmer Malatang)

My personal blog is shidawuhen.github. IO /

Review of previous articles:

  1. Design patterns

  2. recruitment

  3. thinking

  4. storage

  5. The algorithm series

  6. Reading notes

  7. Small tools

  8. architecture

  9. network

  10. The Go