This was posted a while ago but I just stumbled across it. I've never been in your position, but if I were, I would focus less on the "IT" things and more on th

This was posted a while ago but I just stumbled across it. I've never been in your position, but if I were, I would focus less on the "IT" things and more on the "management" things. If you have a group of people that report to you, understand that they are the ones getting the Actual Work done. Depending on the team dynamic and company culture, they may or may not need much actual leadership. But they for sure need you to remove roadblocks for them, provide the resources they need to get daily work done, and shield them from all the inessential bullshit coming from other parts of the company. When you don't know how to make technical decisions, get the team involved! They have a big stake in this after all, and probably field experience as well. Just ask, "hey, we need printers and I know fuck-all about printers, what factors do we need to consider?" The final decision rests on you of course, but between them and the vendor, it should not be terribly hard (just time-consuming) to pick the least of the evils. When making a big IT purchase, always call up vendors and get multiple quotes. (And _tell them_ you're getting multiple quotes.) Talking with salescritters for a whole afternoon leaves you feeling like you need a long shower but you get used to it with experience. Understand that you will make mistakes and always apologize profusely for them while framing them as a learning experience. Probably most importantly, let YOUR manager and team know that you have blind spots, and either ask for help, or let them know how you plan to address them. That way, you are all on the same page as far as expectations go. Who knows, someone might have a buddy at another similar company nearby that can do some light mentoring. Never try to cover up what you don't know, NOBODY will be on your side if they think you are trying to bullshit them.