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In part your VP has already provided you the solution "allocated headcount for a large team". Question is can you keep all the balls in the air successfully whi

by mswen 10y ago

In part your VP has already provided you the solution "allocated headcount for a large team". Question is can you keep all the balls in the air successfully while you go through the hiring cycle. I have talked with many CIO's who have gone through similar transitions in their own career. Starting as very technical and needing to transition to managing people, corporate functions and major projects. These transitions and letting go of personally being the smartest technical person in the room is often difficult. You move from your comfort zone of being very competent into a "newbie" role trying to figure it all out. Each company is different. Your description makes it sound as though your company hasn't really thought it through very well - "just give him resources and he will figure it out". Sometimes this kind of sink or swim approach works but it could clearly end badly for you and the company. You are no good to the company if you seriously burn out and crash. It feels like you need to push harder on the getting training and help. And, make sure your headcount lets you hire somebody in a support role that can hopefully take care of a lot of the little details of running your department.

zer00eyz 10y ago
This is correct. HIRE HIRE HIRE! It is a conversation with your VP at this point. If I don't get the help you have told me I can go get this is going to sink, its going to be my number one priority. The other thing you need to find is a mentor, if you don't have any one in your circle (a former boss works, someone else who has been promoted) then you need to find outside help. Start looking for life coaches and or professional coaches, you may need to go through a few of them, but you might find someone you like and who can genuinely help you out.
- tetha 10y ago
  I know this is nitpicky, but: HIRE, HIRE, HIRE.. and delegate. Don't just shanghai someone because he came through the office door. Hire someone with a clear goal and determination in your mind, something like "You analyze, refine, visualize and optimize workflows in this team" or "You're the guy to run around, collect business requirements, identify stakeholders, and priorize tasks with them". And once they are in the team, throw as much of that responsibility in their direction and let them handle it. Control and support them as necesary. For one, this is the only way to reduce the workload on yourself. However, I've also found this to be a great motivation - people like having a purpose, a goal and feeling needed.
tapan_k 10y ago
While the VP is asking you to hire, the question is: why is your title not aligned with your responsibilities? Though you do not mention this, I have seen people in similar situations who send signals about not wanting "Manager" in their title. They are vocal about what they do not want to become in spite of what they are already bringing to the table, which can hinder professional growth. Since you are directly reporting to someone who would otherwise be your skip level manager, you will need to fill in for your manager and ask for the correct job title to begin with. This will ensure two things: 1. Your responsibilities will be algined with your title; and 2. You will have better access to information and authority you need to build the right team, in addition to doing the right thing for people who already report into you.

by mswen 10y ago

zer00eyz 10y ago

This is correct. HIRE HIRE HIRE! It is a conversation with your VP at this point. If I don't get the help you have told me I can go get this is going to sink, its going to be my number one priority. The other thing you need to find is a mentor, if you don't have any one in your circle (a former boss works, someone else who has been promoted) then you need to find outside help. Start looking for life coaches and or professional coaches, you may need to go through a few of them, but you might find someone you like and who can genuinely help you out.

tetha 10y ago
I know this is nitpicky, but: HIRE, HIRE, HIRE.. and delegate. Don't just shanghai someone because he came through the office door. Hire someone with a clear goal and determination in your mind, something like "You analyze, refine, visualize and optimize workflows in this team" or "You're the guy to run around, collect business requirements, identify stakeholders, and priorize tasks with them". And once they are in the team, throw as much of that responsibility in their direction and let them handle it. Control and support them as necesary. For one, this is the only way to reduce the workload on yourself. However, I've also found this to be a great motivation - people like having a purpose, a goal and feeling needed.

tapan_k 10y ago

While the VP is asking you to hire, the question is: why is your title not aligned with your responsibilities? Though you do not mention this, I have seen people in similar situations who send signals about not wanting "Manager" in their title. They are vocal about what they do not want to become in spite of what they are already bringing to the table, which can hinder professional growth. Since you are directly reporting to someone who would otherwise be your skip level manager, you will need to fill in for your manager and ask for the correct job title to begin with. This will ensure two things: 1. Your responsibilities will be algined with your title; and 2. You will have better access to information and authority you need to build the right team, in addition to doing the right thing for people who already report into you.