Re: Cocky ex-tech lead confession to a young manager

There was a Blinder here just promoted to director of engineering, and this OP worried his 4.5 years of experience is not good enough to be a director. The post has been deleted - don’t know why. But I wrote shit ton so I ain’t going to waste it, so here is my weekly autobiography for your amusement! —— First, it’s normal to feel that way. Guess what? Let me brag a bit: a year into my junior life (at ex employer) I was already leading my team. My ex boss was very nice and was supportive. He let me helped him grow the team. Now, I was cocky and I was not very nice to people. So I did end up making enemies everywhere at work (except like every antagonist in the story there’s always some friends). I am telling you this is because unlike me, you are mindful of your experience. I did not. I went all in. I did well technically and the team delivered work. But that was all under micromanagement. You were given this promotion because someone saw potentials. Because they knew you could do this job. You know the tools, you know the system, and you probably are a good leader material: someone nice, someone get stuff done, and someone who takes initiative. I don’t know, just making stuff up because I don’t know. But you do know yourself. So my suggestion to you: don’t look at yourself as a director. Treat your direct report like your peers. You are all on the same team. So if you talk to them every morning, say hi to them every morning. Act normal. The only difference is now you have to guide the team. You have to set a priority based on what the upper management wants. You have to be your team’s advocate and voice among departments. You have to say no to your direct reports sometimes. You have to watch their performance like a manager now. You have to do hiring. You have do some budgeting. You will be going to a lot of meetings. You have to have one on one with them. If someone is slacking, you talk to them and find a way to help them. If they still cannot come back, you offer choices, and hopefully things would settle on good terms. If you treat them like your teammates, you will be fine. Every (good) company would have a leadership development program. Talk to HR to know what they expect from you as a manager (director/svp/vp are all managers, just at a different scale). Talk to your boss about coaching. He/She (hopefully a nice person) could give you some guidance. Talk to other managers you have good work relationship with. When you are doing 1-1, ask them for their feedback FIRST. Do this as often as possible. Once a month would be good. Always let people give feedback first. A good code review would address problems in an encouraging tone. So do the same here with your direct reports. You are into your 5th year, and you have such an opportunity, good job. A friend once told me that a manager just needs to be a people’s manager. A good manager always looks after his team. Even when his team makes a mistake, it is manager’s duty to defuse the crisis by shielding the stress and blames away from the team as much as possible. A manager who throws people under the bus, regardless of how technically successful one may be, is a bad manager. So always look at yourself as a people manager, because you have to let your team do their jobs - do the technical work. You provide the resources, you manage expectations, and you help guide and make decisions when you need to. If I were to lead a team again, I know I would be a better leader than I was the first time. I was lucky to have that opportunity at the early stage of my career. I was lucky, but I know that was a much needed lesson because I am not that narcissistic now. So I hope my two cents helps you. A leader builds a frame, and the team as a whole paints. As a leader, you set up an environment in which folks can cultivate and build a culture together. Don’t make all the rules. Emphasize on goals and principles.