Link: https://www.zhihu.com/question/377457299/answer/2865702041
Editor: Deep Learning and Computer Vision
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In actual work, I found two situations: The first situation: the person in charge of the technical department, a person with particularly strong technology does not necessarily have a strong management ability, and sometimes the workload is on him. He didn't gather the strength of all the team members together, which made him very tired, and the team members couldn't perform well. The second situation: The technical leader has average technical ability, but can gather the strength of the team members to achieve the goal, and the team members have also grown. What puzzles me is that many people are technical managers who are not satisfied with the second situation. In everyone's mind, the technology leader must be a super master. So I want to know, now Internet companies, to measure a good technical leader, should they first look at technology or management ability?
Author: Spirit Sword
https://www.zhihu.com/question/377457299/answer/1068880231
Not necessarily, it can be a careful and serious technical flow, a push type that is courageous and able to resist pressure, a lubricating type that is good at communication, or a strategic control type that is good at summarizing and improving. The main point is that a good team should have all the above types in order to learn from each other, and the leader is only one of them. A non-technical leader must know which team members he should rely on technically, and how to fully mobilize the initiative of the team members; similarly, a technical leader also needs to know how to push and communicate effectively.
This is taught in the management class, and it has been refined according to my understanding.
Author: Zhihu user
https://www.zhihu.com/question/377457299/answer/1080277364
Actually these are two lines. I call the leader of the management line the Manager, and the leader of the technical line is the Leader. I think this should also be the original meaning of these two words.
If you can correctly distinguish these two words (roles), then I think all kinds of confusion will be solved. The main task of Manager is to command, and the object of work is people's hearts; while the main task of Leader is to be sharp, and the object of work is products (or services).
These are two completely different jobs and roles. It is possible for one person to play two roles, but firstly, there are very few such people, and secondly, it also requires high-quality soldiers (veterans) to cooperate well. So I think the ideal situation is to separate the two roles and have different people fill them.
Of course, this will introduce another trouble, that is, the double report line, that is, the problem of multiple reporting lines in the organization. There are administrative reporting objects, as well as daily business reporting objects. The requirements for reporters (soldiers) are actually not low.
The same is true for Manager/Leader. Under this system, the Manager should position himself more as a service provider, a psychological counselor, rather than an orderer. All work is centered on maintaining the health of the organization and the physical and mental health of the workers, and he must get used to not intervening in specific businesses ( Don't let the outsider control the insider, directly interfere with the business, and be self-righteous), especially fully respect the Leader; while the Leader must have a correct and clear understanding of himself, and will improve the business capabilities of himself and the team, and complete the set goals of the business as the focus of his work. The idea of relying on administrative power to strengthen one's influence should be to establish authority through one's own expertise. Don't be greedy for status, but really love the on-site business. (This also requires that the company's personnel promotion system can give the on-site personnel a high enough ceiling)
Is it difficult? I think it is. So if you are in such an organization, please cherish it. If not, don't worry too much, because most organizations are not. If you can, then please try to change it, make it like that. If not, then get used to it, or leave.
作者：Shannon
https://www.zhihu.com/question/377457299/answer/1069659719
As the leader of the technical department, even if he is not a technical expert now, he must have been a technical expert at least once.
If you have never been a technical expert now or in the past, then you are really not suitable to be the leader of the technical department.
Now the technology is good, you can manage while contributing, such a leader is the best.
Those who used to be good at technology but are far away from technology now have at least the basic awareness, the ability to grasp technology, and the basic skills. Therefore, when doing pure management, they can also grasp the direction well and give team members a good job. Guidance is also good. In fact, many excellent teams, or relatively large technical teams, need this kind of leader.
After all, the main responsibility of the leader of the technology department is still technology, not management, especially the front-line manager. If the technology itself is not good, it will basically become a drag on the team. The people above cannot see the ability, and the people below cannot see the direction.
作者：jackxxx
https://www.zhihu.com/question/377457299/answer/1069816661
The management ability is empty. When I first led the team, I worked very hard to train newcomers. I promoted things that newcomers did not push. I often shared skills and encouraged the team. The atmosphere was very motivated. What's the use? You need to know what the boss thinks about this matter. In small and medium-sized companies, the boss looks at large projects at the company level. The team, as long as it gets by. Therefore, the key is to strive for more resources, perform more, and report to the boss what he cares about. Believe me, you can't do tricks for other things that are out of the boss's sight.
In addition, many friends in the reply post said that technical leaders participate in this review and participate in that review. These tasks are only meaningful in companies at the BAT level. If you don't do practical things, the boss can't understand these tasks. Many bosses even think that you don't need a technical leader, just a few project managers. Therefore, the position of technical leader may not be that important, so don't think too much about it. The boss sees you as a coordinator who talks and talks, and anyone can do it. In short, the difference between the boss's thinking and the grassroots' thinking is so big that you can hardly imagine. What is even more exaggerated is that if you increase the salary of the grassroots executive backbone, the technical leader will not get a salary increase. You are ashamed to "guidance" others every day as a technical expert. If you leave your job, promote someone from among the people you worked so hard to train to replace you.
Seeing this, does anyone else think being a technical leader is awesome? hey-hey
Author: Sang Wenfeng
https://www.zhihu.com/question/377457299/answer/1274403146
The leader of the technical department is first of all a management position, so the first thing to look at is the management ability, that is, to organize the team to achieve the performance goal. In organizing the team and achieving the performance goal, the test is the organizational ability and sense of purpose of the person, which has strong technical ability Weak ties don't matter much. In particular, managers also need to communicate across departments and roles. Pure technical enthusiasts may not like these capabilities.
But from the perspective of the objects managed by the leader of the technical department, they are technical talents. Therefore, the needs of these talents must be considered. Technical people always like to deal with people with technical capabilities. If the technology department leader's own technology is too poor, it will be difficult to convince the public. Unless there is other charisma, this resistance will definitely affect the work. In addition, if the leader of the technical department is too poor in technical ability, he cannot grasp the key issues and evaluate the technical challenges and work when carrying out the work, then he may not be able to do well.
In short, the leader of the technical department is a comprehensive position of management and technology, which requires technical skills and strong management skills.
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