The Evolution of Management

These are the biggest transitions that occur when moving from individual contributor (IC) to entry-level manager:

• Let go of the immediate/quick sense of gratification that comes from doing/building/creating.
• Accolades and recognition become less frequent as you move up.
• You derive your sense of accomplishment from mentoring, growing, and furthering the work of your team and those around you.
• Add value by removing roadblocks, streamlining processes, and helping others be productive.
• Think one to two years out for your project and roadmap.
• 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:

• How do all of your teams fit together?
• How should resources be distributed?
• What is critical to the organization’s most important goals?
• What lessons do you need your people to learn?
• Where can you allow them to take control and make mistakes?
• What areas cannot fail and therefore need your oversight?
• What metrics do you need to measure and pay attention to? Why?
• How do you set up structures for visibility into progress?

Prepare for succession:

• What will you do if your best [fill-in-the-blank] leaves?
• What can you do to help make your best people want to stay with your team?
• Which resources do you need today, and what will you need a year from now?
• Who is on your team right now who could move up in the future?
• Which jobs don’t exist today that you will need filled in the future?
• 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:

• What does it mean to be in your team?
• What do you stand for?
• How should decisions be made?
• How should issues be escalated?
• What are the principles you use to make tough calls?

»Kate Matsudaira →