This article was first published on our official account: “CTO says”
A lot of people have asked me before, what are the problems faced by technology transfer to management?
Do you throw away code and go manage? Do everything yourself? Be a “fire fighter”? Is it managing with a technical mindset?
Neither.
In my observation, in the process of technology to management, people tend to overlook but very important issues:
1, do not oppose [management post] and [technical post]
2. Change of thinking
Manage time, first things first
4. How to get along
As a technology manager, I was also a back-end developer before management, which means I am the most common technology transition manager.
At first, I was extremely uncomfortable with the position. I have been busy dealing with various project problems, such as writing code, communicating requirements and reporting progress. I am tired and not productive.
Through constant groping, I finally summed up some experience and routine in the work. So I want to talk to those of you who are technology to management.
What I did to save myself.
Don’t be in opposition to [management] and [technical] positions
Don’t let go of the skills you used to live on. ** Many people feel that they can completely get rid of the identity of code farmers without the need for “screws”. They hope to move towards middle and senior management from now on.
You should know that there is no lack of pure management in the market. When the project changes, you do not need to manage it. If you return to the technical post and do not adapt to it, you may have to leave.
Management post and technical post always have the ability to find employment, management post is not scarce, and a lot of companies like to promote the trust of the people, which day you change the job, the new company to see you just arrived, the others with what trust you? At best, give a key member or deputy a chance to see what happens.
Technical management post is the best technology, the strongest management ability of technical workers.
After doing management, management can take up a lot of time every day, but even so, keep learning technology, whether it’s learning new technology, whether it’s writing code, keep learning technology.
It will help you when you need it. Learning is like rowing upstream; not to advance is to drop back.
A shift in thinking
The change of thinking is also the transition of responsibility. ** Should be combined with the current situation of the team, switch the corresponding responsibilities, although some people are naturally good at communication, coordination and control ability, suitable for management;
Some people are naturally introverted, unsociable and unmanagerial, so they are not suitable for management.
In fact, management is also a technology, as long as we use the right methods and tools, we can be competent for the post.
In technical jobs, your success is all about how well you do it.
In management, your success depends on how well others do it.
Generally, those who can be promoted have good skills in solving problems, so there is a common problem. When subordinates have problems, they especially want to be “fire fighters”, rather than tutoring on the side.
In such an environment, they are stronger and stronger, and their subordinates are weaker and weaker.
At this time, you should learn to change your thinking, focusing on letting others (mainly subordinates) do well, so as to reflect your management ability and the growth of the team.
It’s easy to get caught up in passive management when you’re leading a team.
Something comes up, deal with it, there’s a problem, fix it.
Unable to set planning goals for the team, the team only knows how to deal with conflicts and does not make decisions when there are conflicts. When major issues are resolved, the team can not make decisions (such as performance promotion and elimination of unsuitable people at the end).
Superiors should not take the initiative to fight for the interests of the team, and should not let superiors know the workload of the team, and recognize the achievements of the team.
Subordinates can not take the initiative to lead the team to grow, can not let the team to form a learning atmosphere, improve the market strength of team members.
As a management post, I not only have to deal with a large number of temporary and unexpected problems every day, but also take the initiative to find and solve the potential trouble, and strive for more resources for the team.
Think more, speak more, and do more. ** has been busy dealing with various project issues, writing code, communicating requirements, and reporting progress.
You spend most of your time working on the project, thinking you just need to get it right and deliver it on time.
Doing too much leads to too little thinking time and less focus on your team.
The development of the team is as important as the project. Thinking, talking and doing more requires you to allocate your energy properly.
Take the blame and take the credit. ** believe that when you are doing development, you hate the Leader who takes the blame and takes the lead. In this case, you do not want to become such a person.
As a manager, I am in charge of everything in the team. If a project goes wrong, no matter what the reason, it must be the responsibility of the manager.
The project may change requirements frequently, and the team members perform poorly on the project. No matter how many reasons there are, it is not a good reason to blame the team.
If the project is well completed, we must also tell the superior about the excellence of the team and let the superior know about the excellence of the team, so that the next time can be fully recognized and get more resources.
If team members perform well, they should not only be praised, but also be communicated to their superiors. At the same time, they should also publicize and let other superiors and collaborative departments know.
Show your brothers that you are worth following, and that they deserve justice when they are wronged.
Manage your time by putting first things first
** There is one thing you must do today, and it must have results for the future. ** * you are brought in to solve a project or problem. Managers achieve goals with limited resources.
What good are you if you have unlimited resources? In that case, you should manage your time properly and put first things first.
How to do the important work better, how to allocate the unimportant work, these are good time management needs to think about, otherwise you are busy as a dog, subordinates have nothing to do.
To manage your time well, first of all, find out what you don’t have to do because it’s a waste of time.
Second, what work can be delegated to subordinates without compromising the end result.
Finally, don’t waste other people’s time, such as meaningless meetings, redundant staff, and responsibilities.
Here is a little habit. You can record today’s tasks and temporary tasks (such as Youdao Cloud) every morning and execute them according to the unified planning of priorities. Every time you finish an item, mark it as “completed” and check it before leaving work every day.
** Reduce the cost of silence and get rid of things that cost a lot in the past but are now worthless. ** Use your time to do the most important things and get rid of the past that is no longer valuable. Although I did something yesterday, today I find it is of no value to the present and future, so don’t continue to do it because you have invested time and energy in the past and feel pity.
The path to get along with
Find ways to get along with your team.
Where does team fighting power come from? Can the targets sprint together?
Someone said before: people are always like this, running to walk, walking to stand, standing to sit, sitting to lie down, this is nature, not to say that your team which specific people can not lazy.
The string has to be pulled. A man who walks, you sometimes need him to run, he can run two steps.
But a person who is used to sitting or even lying down for a long time, if you ask him to run, he will probably twist his foot and break his leg in two strokes.
When managing the team, managers make demands on the team, it is inevitable that there will be burden on the mind and struggle in the heart. Normal people do this, and everyone wants everyone to feel happy and harmonious.
A qualified manager should stand on the side of the company and be able to make demands on everyone when it is time to make demands on everyone. Everyone wants to be a good man. This is said too much, and some people may not like to hear it again.
It is not easy to pull up the string of the team, but it is easy to lose it. Emotionally, it is harmonious, and everyone lives comfortably. The tasks assigned by the company can not be completed, the bonus can not be won, and everyone can not be promoted.
So don’t be a nice guy, be strict and keep the team capable of continuous fighting.
Only by being strict with the team and solving all the problems one by one, can everyone’s income go up and their career develop, which is really good for everyone.
Final words:
1. Talk more with team members when you are free. Talking more can help you grasp everyone’s situation and promote the cohesion between you and the team.
This we can think of, when reading, the teacher in charge often find good students chat.
2. The sooner the team’s process system is established, the better. In this way, team members can know your management style, reduce some suspicions, and get into your management rhythm faster.
Technology and management are skills. Computer-related technology has changed so much that what was accumulated five years ago is likely to become ineffective, while management skills remain largely unchanged.
Step on the management post, don’t say anything, roll up your sleeves to work, the salary of the management post is still more objective, the work allocation is still more free, you can study some useful things for the project.
My official account: “CT0 said” (focus on technical management, grow with you of technical management)