What do you do if you're a software developer transitioning to a manager role?

I watched a lot of people transition to management roles over my career and it's not always easy. People that may have seen you as a friend and co-worker, may now see you as someone totally different because you are now part of "management". The one thing I always told people is to let the criticisms roll off of you. DON'T get bitter and begin treating people with less than the total respect they deserve. Think about how you always wanted to be treated by management and emulate that. There are many reasons people don't like management but people who rise to those positions owe it to their employees to be caring, supportive and teachers. Rise to the Role !

Additionally, it’s important to recognise that transitioning to management doesn’t mean you have to leave your technical passion behind. Instead, your expertise can serve as a valuable asset in leading technical teams, allowing you to bridge the gap between engineering challenges and business needs.

If you're transitioning from a software developer to a manager role, the first step is shifting your focus from coding to team leadership and project management. Start by developing strong communication and interpersonal skills to effectively manage and support your team. Learn to delegate tasks, trusting your team to handle the technical details while you focus on guiding the overall project. Set clear goals and priorities, ensuring alignment with business objectives. Additionally, stay involved in technical discussions to maintain credibility, but prioritize empowering your team to make decisions. Lastly, embrace mentorship, helping your team grow while you adjust to your new leadership responsibilities.

Part of learning is knowing what you don’t know. I have always had two pieces of advice for people promoted out of an individual contributor role into a management role. The first is a great book called “What Got You Here Won’t Get You There” which basically says you were good at that job, but it likely doesn’t make you good at this one, or make you attractive for the next one and puts out strategies for learning what you don’t know and avoiding “stepping into” everything your new team does. The second is a set of podcasts on Manager-Tools.com which has the best management training on the planet. The podcasts are free, and a small licencing fee gets you show notes and a lot more.

Transitioning from software developer to manager? Follow these steps: 1. Develop leadership skills 2. Understand the business 3. Learn about management 4. Build relationships 5. Transition gradually 6. Stay technical (high-level) 7. Empower your team 8. Be adaptable 9. Seek mentorship 10. Be patient Focus on leading people, making informed decisions, and continuous learning.

Learn how to clearly convey ideas, provide feedback, and listen actively. Communication becomes a key part of your job, both with your team and with stakeholders.Managing people requires understanding their needs, motivations, and challenges. Cultivating emotional intelligence will help you lead effectively.Learn about team management, conflict resolution, and how to foster collaboration. Study different management styles and adapt based on what your team needs.Delegate effectively by understanding each team member's strengths, interests, and areas for growth.As a manager, your role is to empower your team. Focus on mentoring and creating an environment where developers can thrive and grow.Broaden your understanding of the business is good.

Transitioning into a management role requires embracing continuous learning. Beyond technical skills, focus on communication, empathy, and leadership. Learn from mentors, training, and experiences—just as I did while collaborating with cross-functional teams to improve project outcomes. Balance your technical expertise with people management and strategic thinking to effectively lead and motivate your team.

I agree that leaders are not just born, they can be raised (through education). However, reflect on the Military and lessons taught from the hardened experienced and war torn groups in contrast to the “leader”, by rank or position that is educated as such, but has little to offer in the form of experiences. I don’t think one version of leader is more valuable than others. Education/ experiences and natural abilities all play a part in being an effective leader.

Recently there was article here that featured two head profiles; 1 male, 1 female looking @ each other. Each had the traditonal strengths listed. Find it and look at the female side and those are the ones that you need to learn more about. If you are an engineer or technical degree and coding is the outcone you were not taught the skills on the female side getting your degree. There is not code written to do it. If you look at AI output, at least what I have seen the people side is void. Steps yes, how no. Many self help books, old and new. Simple =>Topics xx..#'s now to when..how???alternatives.. steps..consensus..do it. Who?? Did it!! GETTIG THERE Text me Book lists old & new.

Les objectifs doivent être construits avec l’équipe. La team doit avoir le sens de toute évolution, tout objectif afin que ces changements soient acceptés et donc atteints.

Setting goals helps a software engineer transitioning to management by providing clear direction on leadership development and aligning efforts with team and organizational objectives. It also ensures measurable progress in key areas like communication, mentorship, and project management.

Clear two-way communication is the best way to build trust and relationships - the foundation of management. Weekly one-on-ones with your direct reports. 30 minutes: 10 min for them, 10 min for you, 10 min for the future - in that order.

Clear communication is essential when transitioning to a managerial role, as it ensures that expectations, goals, and feedback are understood by the team, reducing misunderstandings and improving collaboration. It also helps in building trust, fostering a positive team culture, and effectively guiding the team through challenges.

Delegating wisely helps a transitioning manager by freeing up time to focus on higher-level strategic tasks while empowering team members to take ownership and grow their skills. It also promotes trust, improves team efficiency, and ensures tasks are assigned based on strengths, leading to better overall performance.

Relationship building is the foundation of leadership. Period. And relationships are based on trust. Trust is built on no surprises and doing what you’ve said you’ll do. -VIN

Building strong relationships helps a transitioning manager by fostering trust, open communication, and collaboration within the team, which leads to a more cohesive and motivated work environment. It also enables better understanding of team members' strengths, needs, and challenges, allowing for more effective leadership and support.

Effectively managing changes helps a transitioning manager by ensuring smooth adaptation to new processes, technologies, or team structures, reducing disruption and resistance. It also demonstrates leadership by guiding the team through transitions with clear communication, support, and strategic planning, leading to more successful outcomes.

Il fait accompagner le changement, donner les objectifs de ces changements. Avoir la perception de ses collaborateurs vis à vis de ce changement est essentiel pour pouvoir adapter le rythme à chacun.