|
The very first article from this book was the most "lightbulb" moment for me in my transition from technical SME to management: https://store.hbr.org/product/hbr-s-10-must-reads-for-new-ma... It's NOT IT related. But the key lessons on how our role changes, how our goals and methods should change, and which of our expectations/assumptions of leadership are catastrophically incorrect, I think is universal. For example, if I may be so bold, you said "to transform into a leader role which focuses on DevOps, Tests, QA, Documentation and related topics". NOWHERE in there you mention people ... and that's the #1 problem those of us coming from technical to leadership make :). We think "now we'll have the power to fix all those stupid technical deficiencies", rather than "Now I'm responsible for making sure team is motivated, inspired, working well, and they are in line with company's (and client's) goals and requirements". It's the one 12-pager I recommend to all people who are becoming or relatively new managers (I read it after about 12 months in management; on one hand I wish I read it day 1; on the other hand, I'm not sure if I would've believed / embraced it as much until I lived it. Your mileage may vary). Edit: For what it's worth; I did NOT believe or embrace this the first couple of years, but there is no upper limit to training, practice, and enhancing our emotional intelligence skills. It's harder than technical skills, not the least because as techies we may not see its value immediately, and it's a lot less clear cut of a topic. But learning how to understand, get along with, and inspire/motivate/coach/lead your fellow human beings, is a life long study. |