any experienced managers?

[Mephist0pheLes]

what's the biggest challenge you faced when you just transited from individual contributor to a team manager?

what tips u would give to new managers?

any of u regretted the move (due to too much stress etc.)?

 

[Thoreldan]

understand that everyone got different strength, traits and personality.
you can't expect everyone to do things the exact same way.

If you lack specific domain knowledge, make sure you go catch up on it.

 

[DarkStarer]

You cannot 1 method for everyone.

Always talk about the matter, not about the employee. 对事不对人.

When an employee ask you for help, you give help. If they know what to do, why would they ask you? If there is a problem, ask them to propose solution. They might not have one so you teach. Some people just cannot see the light due to lack of experience.

Always listen to their opinion. If you don't agree, explain why your way of doing things is better, or why their way doesn't work. They will appreciate that different point of view. In fact, your opinion might be wrong also and they can then defend why their opinion is right. Be open to suggestions.

Try to extend them benefit of the doubt. If they have family emergency that requires constant monitoring or unable to focus on office, extend WFH when possible. Such emergencies, they will appreciate and give you loyalty.

Always keep a to do list and who do what with the deadline. When you manage things or people, they may forget also. This way you don't miss deadlines or know which one is urgent.

 

[Pyromaster]

Just delegate everything to ur subs and take all the credit for any good work done

 

[Spike]

what's the biggest challenge you faced when you just transited from individual contributor to a team manager?

what tips u would give to new managers?

Figure out their individual roles, and team dynamics first. That's the number one thing you must do.

Secondly, don't side with anyone, act hero or change anything until you figure out the above.

Lastly, based on the above information, figure out how to "manage" them, and hit KPIs.

知己知彼百战百胜。

 

[DiamondJuice]

Need high EQ

 

[106gunner]

Like my dept head once told me I promote Chiu is to delegate staff and not to do the work for them

 

[buttbERry]

managing people is always not easy

 

[Roid Rage]

what's the biggest challenge you faced when you just transited from individual contributor to a team manager?

what tips u would give to new managers?

Manage the people below you with a bit of Stockholm syndrome, be cold most of the time, but not cruel. That way, when you show a little friendliness, even something as small as a smile, they’ll see it as a gracious gift. Keeps them motivated, weirdly enough.

For those above you, keep your mouth shut 90% of the time. When you do speak, make sure it’s smart and adds value. Staying a comfortable distance from higher-ups saves you from a lot of unnecessary drama and “friendly fire.”

Throughout the decade I find that this is the most comfortable management mode.

 

[ramlee]

Just delegate everything to ur subs and take all the credit for any good work done

and throw them under bas when shiat hit the fan

tell them you ish there not to provide answers but to bring out the answers in them

 

[ramlee]

spot the indian chief within the group, get rid of that headcount

 

[kyokoto]

what's the biggest challenge you faced when you just transited from individual contributor to a team manager?

what tips u would give to new managers?

I was an individual contributer for the first 8 years of my career, I then led a team of 4-5 pax for 5 years and I'm now leading 8 pax since 2021.

I've seen bosses come and go and have also gone through some hits and misses on my own. These are the 5 most important things I've come to realise:

1. Its important that you know how to do the work before you delegate it to your subordinates.

2. You must never allow only 1 person to know how to do a certain task - if they leave, you're screwed, or psychologically, they can blackmail you - related to my first point.

3. Your subordinates are the pillars of your position. The people you trust most and who can deliver are those you need to keep close to you for as long as possible. If they all leave, you're screwed. You better treat them well. When me and my peers left our previous organisation one after another, my boss tendered within 6 months after the last of us quit.

4. Your relationship with your boss, you need to have leverage, a hedge in case they intend to use and discard you. Knowledge is power, use it to your advantage; if your key members are on your side, thats even more powerful.

5. Always leave a way out for yourself. It can be things like networking, making friends with other departments bosses, heck - even storing as many annual leave as possible works in case you need to leave quickly. But you know what's the most powerful networking move? If you can become friends with your boss's boss.

 

[Hello_Kitty]

as manager,i hate to review & approve other my staff's work. But if i don't review, sometime they make careless mistakes, in the end my big boss scold me why i rubber stamp

 

[freshsoapsmell]

before i was promoted i already was overseeing projects... so had the experience of having a team to work with.

so when promoted, it was quite a natural fit.

anyway i think much of the work of a manager is just being confident with your decisions, because your team looks to you for direction and affirmation.

i did struggle a bit at first though, because i still spent quite a bit of time doing the actual work... till my boss told me its important to let go and oversee... that's when i became more effective.

 

[Joe Maya]

The same thing, the same role.

 

[Song Bro]

You might not know the ins and outs of every tiny process.
But overall process flow should be at your fingertips.

As long as work is moving forward, meet the milestones, allow space for them to express
creativity. You are there to guide not instruct. You have have a team of specialised
personnel. Try to see their point of view. Let them express but take note of their actions.
Let them take responsibility for it. Since you have been promoted, you should have a bit
of technical background to give advices. Now with management role. You have more things
to consider. Do sometimes indulge in the inner workings of the higher ups. How they shape
the company direction. Finally rem the lyrics of 当当当：
背黑锅我来，送死你去。

 

[elephantscannotfly]

People.
They are the single weakest link, yet also your strongest ones.
They are unpredictable, no matter how you think you know them.
You can solve all sorts of problems with money, and costs.
But people problem, no amount of money can ever solve.
Your subordinates will literally give you roller coaster ride any day.
When you least expect it, your day can just spiral downwards.

 

[ramlee]

Learn how to use AI to get rid of them

 

[KnobKnob]

Learn how to use AI to get rid of them

Evil boss

 

[Prince_Of_Darkness_Dracul]

You cannot 1 method for everyone.

Always talk about the matter, not about the employee. 对事不对人.

When an employee ask you for help, you give help. If they know what to do, why would they ask you? If there is a problem, ask them to propose solution. They might not have one so you teach. Some people just cannot see the light due to lack of experience.

Always listen to their opinion. If you don't agree, explain why your way of doing things is better, or why their way doesn't work. They will appreciate that different point of view. In fact, your opinion might be wrong also and they can then defend why their opinion is right. Be open to suggestions.

Try to extend them benefit of the doubt. If they have family emergency that requires constant monitoring or unable to focus on office, extend WFH when possible. Such emergencies, they will appreciate and give you loyalty.

Always keep a to do list and who do what with the deadline. When you manage things or people, they may forget also. This way you don't miss deadlines or know which one is urgent.

are you a project manager?