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 've overcome a variety of interesting or complex programming problems, I think it's 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 am entitled to answer this question. The biggest difference between managers and developers is that the criteria for measuring success are different.

For details:

(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 the plan. It feels like every day I am making progress.

As a manager, I often don't know what I did that day when I went home. I did not do anything, but I did not have any measurable results.

As a manager, one of the tasks is to help the project engineer to 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 realize that it needs to be changed.
• It is very difficult for project engineers to abandon their 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 )". In details, the Project Engineer sends a brief email to the manager 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 will take a long time to see the results, but you can finally see that the members of your team have built confidence and grown well. You will think 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.

Project problems are often black or white. But the human problem is 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 problem today. 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 the benefits and weaknesses of each person.
• The team will not remain unchanged. Whenever someone increases or leaves, they need to work again.

As a manager, your job is to ensure that your team executes 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 must:

• Constantly evaluate your team's need for help.
• 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, continuous observation, and continuous improvement. For example, if you find that your team does not have sufficient support, first find a way to avoid such confusion 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 are working behind the scenes to let the project engineers stand in the spotlight and highlight their success. We are confident that the project engineers should be honored and they deserve it. Therefore, the new relic new function promotion meeting encouraged team members to introduce the product in public, rather than the product manager or project manager.

Most managers are successful project 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 a project 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 make every daily decision and finally 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