Transitioning to a technology management role

I. Overview
Transition from technician to manager is a big step.
As a manager, you need to delegate work, to deal with people rather than systems and processes, to deal with office politics rather than facts and figures.
And the relationship you have with your previous peers will change.
You will no longer be just a member of the team, but a team leader.
Consider each of your previous peers, and since you are a manager, can you think of any problems you might encounter when dealing with them?
When you delegate work, you will encounter reluctance, acceptance, complaining, etc.
It may be tricky to complete the transition from a professional technician to a managerial person.
Ii. Style of leadership
Managers need to choose a leadership style.
To achieve this goal, you as a manager need to adopt a leadership style that is appropriate for your work environment.
It is important to change the leadership style according to the specific environment. Adjust the way you lead team members based on changes in the actual environment.
Just telling team members what they need to do can lead to conflicting feelings and frustration.
Factors that influence the leadership style: the personality of the manager and the personality of the employee, the degree of experience of the employee, the nature of the work, the organizational culture, and the level of employee engagement.
Note: It is also important to manage the preferences and expectations of objects.
An experienced level of staff can help determine how much supervision they expect and need.
Corporate culture helps to form a management style and reflects the expectations of employees.
LAX management of working-focused employees and reduced direct monitoring.
More direct monitoring of employees who lack initiative.
The leadership style is divided into 4 types:
1. Commander Style:
Give instructions and expect to be fully followed.
Commander-type managers are decisive, straightforward, and focused on results, requiring subordinates to be absolutely obedient, giving clear orders, and expecting orders to be complied with under minimal supervision.
2. Shepherd Style:
Coordinate team work and simply give guidance.
Shepherd-type managers are easy-minded, tolerant and thoughtful, and they focus on the relationships between team members and encourage open communication and collaboration among team members.
3. Bureaucratic style:
The focus is on the development of procedures and policies.
Bureaucratic managers like to be chapter-based, efficient, and information-centric, often setting clear goals and ensuring smooth work through the execution of work plans and workflows.
4. Entrepreneur Style:
Focus on promoting change and innovation.
Entrepreneurial managers have innovative ideas, ideals, and practicality, and they are happy to receive feedback, nature likes to collaborate and dare to accept challenges.
Different people and different situations apply different leadership styles:
1. The commander style is suitable for employees with no working experience, new employees, employees in need of instruction, when they need to reach their goals quickly, when they are in mass production (heavy work, limited time) and when authority is challenged.
It does not apply to previous siblings who have worked together.
2. The shepherd's style is applicable to non-supervised, self-motivated employees, to former colleagues who wish to have a growth planner, to share decision-making and problem solving, when uniformity is threatened or when organizational culture changes significantly.
3. Bureaucratic style is suitable for leaders of highly qualified individuals who prefer organized and routine employees when working with dangerous or sophisticated equipment.
4. Entrepreneurial style applies to independence, to creativity, to experienced employees (expert level), to challenging status quo, to finding better solutions, and to promoting change.
Iii. change from peer to leader
Changing from a sibling to a relationship between a leader and a previous sibling will change and avoid personal problems by concentrating on things that are conducive to business development.
Four Strategies for transition: Acknowledge that relationships must change, focus on what's good for your business, build your authority wisely, and create an open atmosphere.
1. Acknowledge that the relationship must change
The relationship is less personal, prevent personal feelings from affecting your decisions, avoid partial favoritism, and adjust relationships with others.
Change the relationship to start from the formal announcement, the leadership (authority) did not do, oneself should take the initiative to complete, full of enthusiasm, words and deeds let everyone rest assured that the attention of each individual (interview each individual, the problems and intentions encountered), speak to have strategy, feel sharp.
Overcoming resistance, emphasizing that you respect them, offer them new opportunities, and communicate with them.
Another change is who consults and asks for advice. New consideration of the relationship with existing advisers. New channels of advice need to be developed to reduce reliance on existing channels.
2. Focus on things that are good for business development
In order to dispel the concerns of subordinates (change status, injustice, utilization), it is necessary to show that decisions and actions are based on corporate interests.
Focus on others: communicate your plans with others as the center. Emphasize the interests of companies, employees, stakeholders, and customers.
Professional: To be a professional management staff, to prevent personal problems affect their ability to work.
Collaboration within the team: work as part of a team.
Common goal: To emphasize that your goals are common and to prevent team members from Pradesh the knot.
Consult with team members when making important decisions, encourage them to be proactive, motivate team members to focus on collective goals, and ensure a fair approach.
3. Cleverly Build your authority
The premise of the team to achieve good results is to establish authority, to establish authority and to achieve a certain balance of behavior (easy-going and strong balance), extreme practice is not advisable.
In the first few months, you should take it easy and wait until you get into the role and gradually introduce changes that allow team members to adapt to your management style.
For big decisions, talk to your team, then make the decisions that you think are most appropriate, and let your team members know what choices you have made.
Ask the team members for advice on your new responsibilities and your hopes for the team, discuss your plans, encourage team members to participate, and deal with issues with clarity and determination.
Previous peers will filter the information to find new ways to get information.
4. Create an open atmosphere
Make sure your team members have the confidence to tell you the problems they are having and the things they are concerned about.
Communicate with compassion (do not blame when team members bring bad news);
Seek out the exact answers to the questions (team members work with them to solve the problem when they ask for help).
Iv. building new relationships with previous peers
Fundamental change: The fundamental shift in daily work and the fundamental transformation of the previous sibling relationship.

Transitioning to a technology management role