Programmers are typical technical fans. They exchange skills and time for money. Their income is composed of "salary + bonus + five insurances and one housing fund". Such an income structure will definitely peak one day - a job with average ability for five years and eight years. The peak will be reached in 2010, and the later years with strong ability may be ten or fifteen years.
Management roles are different from technical roles in that they trade resources for money. Managers can leverage various resources in the company. The higher the management level, the more resources that can be leveraged. The more resources that can be leveraged, the more important and complex things can be accomplished, and the more important and complex things can be accomplished. Profits are higher. This high point will be much higher than the average programmer. More importantly, management roles can get in touch with more people and relationships, build a higher-quality network of people, and bring more opportunities for their future career development.
So many developers, after working for three or five years, will want to go to management positions.
So how do you get to a management position?
You can observe yourself, or your colleagues and friends around you, become managers or directors, whether they are in the following categories:
- After a long time on the job, everyone else has left. No matter the business or the technical debt left over, no one knows better than him. One day the boss came to him and hoped that he would bring new people. Number of people, dozens of people, hundreds of people.
- He has the strongest technology in the team, and can save the dead. He is able to cure the incurable diseases that others can't handle. Not only are his friends treat him as a god, but customers can't live without him. Give him a manager, The title of director comes naturally.
- Generally speaking, those who are engaged in technology are not very good at expressing themselves, and their personalities are also a bit withdrawn. However, some people have similar technical abilities, but are not very strong. They can be competent for the job, but they are particularly good at expressing themselves, and they can even talk to each other in a eloquent and sweet way. Describe the problem clearly and balance the emotions of all parties. The leader tends to hand over the team to him, because the leader feels that people with higher emotional intelligence can manage well.
- Regardless of the technical ability, or the ability to communicate and communicate with mud, it is common, but it is a personal friendship with a certain executive...
Of these, 134 are soft powers, and you need to think about them slowly. And 2 is hard power. Many people work flat, and if they do not seriously improve themselves, it is difficult to transfer to management positions.
The era of relying on stock skills to eat for a lifetime has passed, and lifelong learning is a must.
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