https://queue.acm.org/detail.cfm?id=3350548 (excerpts)
These are the biggest transitions that occur when moving from individual contributor (IC) to entry-level manager:
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Let go of the immediate/quick sense of gratification that comes from doing/building/creating.
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Accolades and recognition become less frequent as you move up.
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You derive your sense of accomplishment from mentoring, growing, and furthering the work of your team and those around you.
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Add value by removing roadblocks, streamlining processes, and helping others be productive.
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Think one to two years out for your project and roadmap.
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Help people connect their work to the parent organization or company, and help them see their individual impact and value.
Look two years into the future:
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How do all of your teams fit together?
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How should resources be distributed?
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What is critical to the organization's most important goals?
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What lessons do you need your people to learn?
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Where can you allow them to take control and make mistakes?
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What areas cannot fail and therefore need your oversight?
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What metrics do you need to measure and pay attention to? Why?
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How do you set up structures for visibility into progress?
Prepare for succession:
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What will you do if your best [fill-in-the-blank] leaves?
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What can you do to help make your best people want to stay with your team?
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Which resources do you need today, and what will you need a year from now?
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Who is on your team right now who could move up in the future?
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Which jobs don't exist today that you will need filled in the future?
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Have any team members outgrown their roles, or have any of the roles changed enough that they are no longer filled by the right people?
To establish a culture and values, ask yourself:
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What does it mean to be in your team?
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What do you stand for?
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How should decisions be made?
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How should issues be escalated?
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What are the principles you use to make tough calls?