How to jump from programmers to managers

Someone once asked me, "What is the difference between managers and developers ?" I have experienced both roles, but it takes me some time to consider them. This is really important.

Programming started when I was six years old. At that time, I wrote the first program: I copied a piece of game source code from my father's book. Then I became fascinated and never gave up until programming became my career. Over the years, after I solved a variety of interesting or complex programming problems, I thought it was time to meet new challenges.

But turning around means giving up and giving up the professional skills I 've honed over the years. However, after some struggles and consultation with professional instructors, I took this step.

Now, after three and a half years of management, I have the right to answer this question. The biggest difference between managers and developers is that the criteria for measuring success are different.

Specifically:

(1) Your success will be more trivial

When I was a programmer, I had a work plan in my mind every day when I came to work. usually at the end of this day, I was able to complete this plan. This is like making progress every day.

As a manager, I often don't know what I did that day when I went home. I did not do anything, but there was no measurable result.

As a manager, one of the tasks is to help engineers make changes, but the changes will not be completed overnight and require time and attention.

• The changes you try to implement may be ambiguous and difficult to define clearly.
• It may be difficult to recognize the need for change.
• It is difficult for engineers to discard old habits and they need to be reminded constantly. Changing their mindset is challenging and difficult.

In new relic, we hold a regular check every quarter to provide a channel for feedback and focus our work on long-term goals. In some quarters, the development may develop by leaps and bounds, but in most cases, some may only make good progress.

When team members make major changes, they need constant guidance from managers. The tool we often use is called "regular Info-bits (regular information exchange )". Specifically, engineers send a brief email to managers about their work progress. The subject of email is usually related to professional development, teamwork, project updates, communication, and work-life balance. This process helps them think about problems more systematically. You can also learn about their growth through this information.

This practice takes a long time to see the results, but in the end you can see that the members of your team have built confidence and grown well. You will feel that all the hard work is not in vain.

(2) Your success has a strategic impact

Good developers can have a huge long-term impact on the company, and good managers will guide the success of the entire team.

Engineering problems are often black or white. However, human problems are almost always ambiguous. Even if you know what the problem is, the solution is not always so clear. In the past, you used this method to solve this person's problem. It does not mean that you can use it to solve the current problem. There are too many variables for human behavior.

There are a series of challenges to establish a cooperative team:

• Team building is not as simple as assembling star members.
• A cohesive team needs to fully understand everyone's strengths and weaknesses.
• The team will not remain unchanged. Every time someone joins or leaves, they need to work again.

As a manager, your job is to ensure that your team runs as efficiently as possible. However, you can't expect a slight change. You just need to make a drastic innovation. You can't expect a complete change in the process. Effective managers need:

• Constantly assess what help your team needs.
• Note that this requirement may be different for different jobs and teams.
• Use and invent the right tools to support your team.

The key is gradual changes, constant observation, and continuous improvement. For example, if you find that your team does not have enough support, first find a way to make the situation not so messy, and then seek tools to optimize your team. Work with your friends to overcome difficulties. First, select important issues to handle, and then check whether the change is appropriate.

(3) Your success is often to help others succeed.

In new relic, we believe in the concept of invisible Manager (invisible manager. This means that we work behind the scenes and let engineers stand in the spotlight to highlight their success. We are sure that engineers deserve the honor they deserve. Therefore, we encourage team members to introduce products in front of the public, rather than product managers or engineering managers.

Most managers were successful engineers. As a manager, it will have a greater impact, not only in business, but also in the lives of employees. Many managers will find that helping others also helps themselves grow.

Manage yourself first

For me with engineering background, focusing on issues at hand is more important than anything else. There is always a complete plan in my mind, covering everything the team needs: growth, dynamics, quality, support, product delivery, meetings, blog posts, and so on. I will have a clear vision: What will my team look like in the next year. This helps me to make every decision on a daily basis and ultimately move towards our long-term goal.

Managing a team requires a lot of work. But it also brings a lot of joy and pride. The best thing you can do as a manager is think. Once a month, find a quiet space, think about everyone in your team, and check out old emails and project reports. You will find that your influence not only applies to your products, but also affects people in your team. This is the true criterion for success.

How to jump from programmers to managers