| You shouldn't really be getting 'promoted' from engineer to engineer management. I know it always happens but it shouldn't, being a good engineer does not mean they'll be a good people manager. If you're just starting this new job (and it is a new job) and you're considering 'maximizing the teams impact' it assumes that you'll in be a good manager and be able to run a team at any efficiency at all. Which is putting the cart before the horse. You need to start from the basics of people management, just start reading everything and anything you can regarding people management, definitely including non-tech people management. You WILL make mistakes, you will grow massively and you'll find yourself dealing with problems you might not want to; such as a dev team member missing meetings, or you trusting a team member to deliver something and they tell you 5 mins before the deadline that it won't get done (despite them saying it was all going well), or someone asking why they aren't getting promoted as they've been there for years (but you know they aren't quite cutting it). Or someone wanting vacation during a deadline period. Or in yearly pay reviews you have to choose who gets what and you know that that actually affects their lives....all these things can weigh emotionally on you. Or you needing to recommend that someone gets fired. Or how do your organise a morale event for your team which is inclusive as possible given everyone on your team but also people actually like and increases morale/celebrates your team. Listen to your team, accept that you're learning, use data to guide your process decisions, be open and honest to your team, learn how to communicate up and down, find a mentor. Decisions you make now affect people as well as code. It's fun and enjoyable, if not a tad stressful (just think that your job is now debugging people rather than code...and people have wayyyyyyy more race conditions....). But
It
Is
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Not
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Promotion
:) |