Maybe you have already decided to become a manager, or you just have this intention, no matter what the situation, you and your supervisor already talked this problem?
In the research I had hundreds of new manager, only about 15% higher and expressed willingness to manage my own training dozens of new managers, made it clear that they want to manage, and only about 20% of this a very low percentage. So, I guess if you do not express your wishes with superiors over large probability can guess right.
You might say, if the superior feel I can do, I will definitely give a chance; if I can not find it, express it is. In fact, this problem is often not so absolute. For engineers clearly they expressed their will, even if not immediately meet their expectations, but when there is a suitable job, they will indeed be given priority. Because for doing management, the individual will is very important, no will there is no initiative, no initiative and everything a parent needs to push the manager is not competent management.
Anyway, an interesting phenomenon is: the most successful first managerial position, but not necessarily the most specific demands, prepare the most advanced, indicating that the earliest the 15% of the people. Why is this? In doing counseling, I often hear something like confusion.
- "My team most senior, most familiar with the business, why not my superiors promoted?"
- "I am the most relied superiors, one of the most trusted, often praised, why do people choose higher collar
guide it?" - "I always wanted to manage, but the team did not manage a pit children, you do not change jobs?"
These people are not above the first time promotion, talent management is doing enough? Obviously not. This raises a question worth considering: in the end what kind of person it easier for a managerial position? Chinese ancients have great wisdom, to external factors contributed to the need for one thing, they summed it up as "opportune", we turn to chat. what? Do you think talking about doing something to manage "opportune" too vague? Do not worry, we read say.
About "days"
Do Management "day", in fact, opportunities, opportunity, environment, background.
Depressed people often express the inner me, "I graduated with college students, many of them have to do management, and job and salary than me, when they do not learn better than me, than I try not work ......" reconciled and do not understand the loneliness, feelings of being treated unfairly. And I want to say is, choose what kind of industries and businesses, while you select the appropriate opportunities and possibilities. Graduation went to mature and stable industries and businesses, you will choose a stable, stable place the opportunity to naturally less.
Ten years ago, I have a lot of excellent graduate students, after graduation went to Microsoft, IBM, Motorola, the world's top companies, or for the account went to some state-owned enterprises and public institutions, to the Internet company is not everyone's first choice. However, the biggest change in the last decade, the Internet is the fastest growing industry, but those students in the Internet industry, with the rapid development of industries and enterprises, to enhance the capabilities and positions are much faster, many students have become executives in large companies, with hundreds of people, thousands of people on the team, much faster than the development of students to foreign and state-owned enterprises.
Of course, I am not here to discuss the issue in the success or failure of, or choose to go to state-owned foreign students if they had wanted to get up, but also as very successful. I want to say is, if you manage to do the best choice for those rapid development of industries and companies, which means more opportunities. Of course, also means more opportunities for more challenges, if you want to work comfortably easier, you can still go to the stable industries and enterprises, but in a stable industry to a managerial position, you may need a long wait .
Well, it is not suitable for management change, the faster the more of it?
I believe often someone says to you, to start-up companies, little companies opportunities, the ability to exercise and more comprehensive. If you go to because of other reasons startups, I do not do judgment; but if you want to do is mind management, I can clearly tell you, angel round, A round of such early-stage companies, mostly in the survival, not on scale, but not the size of the company does not need you to do management, so a high probability you will be disappointed. Furthermore, the management capacity needs long-term accumulation, for example, there is an unwritten rule, technical positions can best employees for promotion six months before Baidu, but the management must post office to apply for promotion in the current dry for one year, we can see for management posts the accumulation of practical experience of how seriously yes. For startups, the ability to survive another year is not to say, not to mention make you a steady accumulation - that's why I put in the technology start-up company managers under the technical partner in this career direction, rather than technical management direction. And if you frequently change companies to enhance the management capacity is even more unfavorable, because most of the time doing the "same level of repetition." Therefore, to be able to accumulate a little stable company to do management, it is a more reasonable choice.
In addition, there are some opportunities accidental. For example, a colleague of my team particularly good foreign language, while building an international team, he was chosen as head; there is another colleague, because he has a machine learning background, in the formation of a new algorithm for the team when he naturally the team became a pioneer.
These factors to their own unique advantages as a precondition, although it looks more like a "location", but in fact more limited in time. So a person to a managerial position has a lot of "opportunity", you can look at your team and where the company could produce what new opportunities, but remember to "revel."
Of course, I do not encourage people to consider only the "right" time to choose, but the climate trend is very important to ignore. And really, when making decisions, it will certainly be a comprehensive "location" and "human" factor.
About "location"
Managed to do "place" is to your advantage, ability, and on what you are responsible for.
Talk about the advantages are based on the specific content of the work and tasks, set aside specific work scenarios broadly discuss the advantages and capabilities of no practical significance. So for technical people, in what kind of work content, and what capabilities and advantages we have, help to a managerial position do?
You may be in doubt - we are doing technology, to say the technical ability to affect promotion is easy to understand, work content can also affect promotion?
Yes, and the impact is not small. My ten years of experience with the technical team found responsible for the content of the work follows these engineers, more likely to become managers.
The first category is the most responsible for global module, the core is "broad."
Each team of business will be divided into many modules, of which there will always be a few modules are concerning the overall situation,
but also with the people most associated with, for example:
- Centralized interface module package;
- And assembling data rendering module;
- Central module product features.
Such work content, so that the responsible engineer soon exercise a global vision, positive communication skills and be able to establish cooperative relationships with many people. Well, then, soon could become the core of the work of a team. Therefore, many people are so technical to a managerial position, they tend to manage high maturity, high probability of success.
The second category is responsible for the core technology modules, the core is "deep."
These engineers team holds the most crucial and most important, most technical content, the team can best embody the values of the module, is the backbone of the team, indispensable core technology, it is easy to get higher importance to take responsibility. They tend to influence is relatively large, it is easy to a managerial position, but it is usually passive.
One thing to note is that these engineers can even to a managerial position, a lot of awareness and capacity management also need to practice because he was not first class engineers naturally have the opportunity to exercise a global vision and management skills. But in any case, they are likely to stand out.
In short, is responsible for the content of the work and whether the global key, it will affect whether you can manage to embark on the road faster. You may be in doubt: "I'm not responsible for this module, is not no chance it?" Of course not. If you take the initiative to understand global technology and business, and take the initiative to do something responsible for large-scale projects, you will have to do management of "location", the premise is you have to recognize this.
About ## "people"
Do management of "people", that is, if you can get support from others.
So, what support what people want to get it? Generally speaking, you need the following four types of support (as shown in Figure 1-1).
1. Support opportunities, platforms and resources. Your superior general, the higher the trust and support is undoubtedly the most important "people."
2. Companionship and support to grow. Generally flat and your level of managers, especially those with which you are willing to continue exchanges, learn from partner management issues. Of course, before it can be friends and classmates, but also some community managers. You can choose to manage your partners according to their own circumstances and preferences.
3. Guidance and forward direction. Usually your mentor, mentor, coach or manage a higher level. You can set your own role model approved by management, and more to communicate with him, listen to his views and opinions, which will make your management of the road a lot smoother.
4. Emotional support. Let your courage to face difficulties and setbacks, to go further in the way of management. In general, your family and friends can play such a role.
Inventory above four categories of people and seek their support, especially stable support, constitutes do you manage the "support system" to meet your "people." Thus, "day" "location" "people" that are equipped with three external factors (Figure 1-2), you will be more conducive to a managerial position smoothly.
After reading the above, you may begin to worry: the right time, I do not have, I just can not manage to do it?
Calm, we discuss here is: What kind of people tend to a managerial position, inventory favorable conditions to a managerial position, but I never said I did not have these conditions can not do management ah, do not believe it, I told you I began to talk about how to do management.
Ten years ago, I was an ordinary server engineer, but I do engineer's time, they identified themselves to become a manager.
I was just promoted to supervisor is a manager, and our team only five individuals, obviously do not need second manager, so I was promoted to manager of the matter appears to be no chance. "Day" this factor is not good. I was in charge of an important data storage module, very important, but very special. Read data, packaging and presentation opportunities are not my responsibility, and others dealing with aspects of disadvantage. "Place" this factor is not too good.
Truly desperate, our manager finds inappropriate for me to manage, I think he is a very typical engineer, because I have won the "Best Quality Engineer" designation department, apparently in his eyes, high-quality encoding is what I do. So, the most important "human" factor is not available. Do Management "day", "location", "people", I do not dominant, this is not a damn heart?
The truth is, I did not care about these cases will still be in the coding work, to care about the process of how to improve the project, the mechanism of how to build teamwork, new hires how to train, how to create a team atmosphere that ......
Although I did not have done this work before, give me a higher level will not result in multiple salaries. But I still do and do it, and it is getting good, colleagues and team managers are slowly recognized my contribution and value managers also reversed the opinion of me, so he transferred to my superiors responsible for more business, promote me to be responsible for our team. From then on, I opened my years of management of the road.
In retrospect, when I was seemingly in a clearly "opportune", but:
- The rapid development of the Internet environment, is my "day";
- Continued to show more concern for the team of some "extra" work is my "place";
- Higher employee openness, is my "people."
Through my own case, I do want to tell you interested in the management of the partnership, favorable external conditions is important, relaxed and personal insisted more important. The best way to think was promoted to a manager, is to make their first become a de facto manager, this promotion concept called "established fact", it is widely recognized in the Internet industry.
Of course, external conditions are still to be concerned about, just look at "opportune" apart, you're ready to let yourself become a de facto manager yet?
This article is taken from the book shelves just "knowing and technology human management of the road" , author: Liu Jianguo.
- Time Geeks column "Technology Management 36 combat stress" Supplement book
- Internet technology management textbooks, the Internet management theory and practice summary
- Each book requires a clear answer to a question - what to whom about one thing? This book is no exception.
As one person to do the book explore how technology management, technical book for all people to read, because technical people and managers will inevitably have to deal with, and many technical people will sooner or later become managers; this book is also suitable all managers to read because management logic of various scenarios have in common. In fact, the contents of the book have been many non-technical entrepreneurs, product manager, sales manager, HR, management consultant and trainer at home. Of course, if you both "technical" and "management" of these two attributes, but just at one of the following states, will discuss the contents of the book you feel more empathy:
★你是一位想做管理的“有志”工程师，却不清楚如何去努力；
★你是一位被要求带团队的架构师，却一时不知道该从哪里下手；
★你是一位新上任的管理者，希望快速掌握管理要领；
★你做了多年管理，希望提炼和梳理系统的管理方法论；
★你希望助力技术管理者的成长和发展。
总之，无论你是想做管理的技术人，还是技术团队的管理者，本书都将为你打开一扇新的窗口。