[scottm01]

I'd go a step further and answer the question "What are some common mistakes new managers make?" with "Accepting a promotion to management".

If you're coming from a technical role, understand that your new job is not to be an engineer. If you're lucky and are good enough at your new job that you have some spare cycles, you might get to guide some architectural discussions

It can be rewarding to help guide a team towards something you could never accomplish alone, but you must resist the temptation to step and do "do things".

Disclaimer -- I moved up to a director-level position and realized within a year that to be good at it I would probably not be able to continue expanding my technical skills, at least not on company time. I moved on to an "individual contributor" role with a company that provides higher level career opportunities that don't involve having direct reports. The minutia of actual line management wasn't bad as long as there was a good team, but I definitely underestimated the people skills, budgeting, planning, and politics that goes along with being a good manager.

[ulms]

> I moved on to an "individual contributor" role with a company that provides higher level career opportunities that don't involve having direct reports.

Well, that sounds pretty slick. How's it working out? As someone who was just approached by management about a director position, and this being somewhat familiar ground, I'm concerned about the lack of expansion and technical progression as well. Haven't really seen many "no direct reports" situations in my neck of the woods, unfortunately... but it seems like that could be something to aspire for.

[scottm01]

I was probably a bit negative with that reply (though I do think "X is our best engineer, let's have them manage others to make them more like X!" is far too common).

I'm enjoying the new (now 2 year old) role but there are also negatives -- I have less visibility into the direction of the group/company and "stuff happens" that I would've known was coming at the old role. I'm definitely getting to stay hands on, and satisfying the "big picture" itch with involvement in architectural and project planning discussions.

I think if you're considering that sort of move just make sure you find the management challenges interesting and be willing to invest as much time and effort into getting good at the new job as you have at your "individual contributor" role. Have a good relationship with some existing managers and directors and talk honestly about the role with them if at all possible.

I don't regret the short move to management or the move back, and I'd consider either in the future. It's important to understand that they are usually almost completely different jobs though.

[jontas]

The company I work for (based in NYC) offers exactly this kind of career track. Individual contributors are comparable with management in every way (salary, seniority, title, etc) but are not forced into management in order to continue advancing. I don't want to hijack this thread with an advertisement, but if anyone is interested in more information feel free to get in touch.

[joncooper]

As an aside, anyone got recommendations on learning the skills scottm01 mentions? "people skills, budgeting, planning, and politics"

[scottm01]

Maybe as a common mistake, I read a number of "management" books before accepting the promotion. The one that stuck with me was Managing Humans by Michael Lopp. That is much more people skills and some planning.

Budgeting seems to differ significantly by company culture and practices, but is probably the easiest to get help with from peer managers or your accounting department.

Politics I have no idea.

[jevanish]

I'm working on an app to help managers with the people / soft skills stuff. It helps with 1 on 1s, goals, and personal stuff for your reports.

Would love to talk to you if you're interested (check my profile for contact info).