5 ms·
For sake of perspective I am a VP of my IT department (smaller company, about 300 employees, about 40 reporting to me) 1) Me, personally: I wouldn't ask for a
by oneshoe 10y ago
For sake of perspective I am a VP of my IT department (smaller company, about 300 employees, about 40 reporting to me)
1) Me, personally: I wouldn't ask for a raise (and this might be me just being pedantic) but I'd ask IF the role change has a scheduled raise and what is to be expected. I'd use this answer to help me make a decision. I'd (me, personally) would assume the role would have a minor raise and future raises based on my performance in that new job. I'd try to secure a 15-20 percent increase in pay for moving to a manager role - which, btw, is hard. Moving into a manager role means learning a new job - this isn't (or shouldn't be) your other job with a couple new responsibilities. This is an entirely new job that isn't your old job... sure, you can help people when they ask but that is entirely different than hiring/firing, writing people up, or trying to determine what sort of a raise somebody deserves.
2) Be humble. Find a mentor. Read a lot. Be humble. Be humble, be humble. I believe that power exposes more than it corrupts but it can also corrupt. Work from goals. Give clear expectations. Also, you may not like this role. I've hired a lot of developers leaving their company because they were great developers that were put into management roles and learned to hate it. Good luck! Me, I love it. (to each their own)
3) Learn. Read. Read. Learn. Read... and remember: In theory practice always works, in practice theory doesn't - You are now dealing with PEOPLE not COMPUTERS. People are emotional beings and often unknowingly irrational. HOW you say something is much more important than WHAT you say.
Lastly - learn to manage UP as much as you learn to manage DOWN.
Best of luck!
- big_bing 10y agoThanks for the excellent reply. I happen to enjoy reading and I am looking forward to it. Any books you recommend. Primary management skills where I lack: - I tend to look at people through my tech lens. if someone is more technically skilled than me, I look up to them and I cannot accept laziness, non-commitment, bullshit etc. Now I understand that I need to stop doing that and see people as just people who have different moods on a daily basis. What books would you recommend to become non-judgemental, and empathetic - What do I do about actually non-competent people. You see, while I am excited about the role, I am also scared. I have been very good in my tech role and my management career will depend upon my team. But, in the fast few years, my team has accumulated a lot of baggage and a lot of people are totally unmotivated and non-committed. I feel like I am being given this role because noone else wants it. any suggestions?
- JSeymourATL 10y ago> Any books you recommend. Primary management skills where I lack: - FYI: For Your Improvement, A Guide for Development and Coaching> http://www.goodreads.com/book/show/847538.FYI?from_search=true http://www.goodreads.com/book/show/847538.FYI?from_search=tr... - High Output Management by Andrew S. Grove > http://www.goodreads.com/book/show/324750.High_Output_Management?from_search=true http://www.goodreads.com/book/show/324750.High_Output_Manage... - The Personal MBA: Master the Art of Business by Josh Kaufman > http://www.goodreads.com/book/show/9512985-the-personal-mba?ac=1&from_search=true http://www.goodreads.com/book/show/9512985-the-personal-mba?...
- f_allwein 10y agobooks: also take a look at Peopleware, http://www.goodreads.com/book/show/67825.Peopleware http://www.goodreads.com/book/show/67825.Peopleware
- deleted 10y ago[deleted]
- WheelsAtLarge 10y ago"Lastly - learn to manage UP as much as you learn to manage DOWN." People don't really take this into account but if you do it well you'll benefit greatly. This is true for all employees not just managers.