Making the transition from a developer to a managerial position is not easy. There are a lot of examples of why and how it could go wrong.
The Peter Principle is a great example, it explains how in a corporate hierarchy, people are awarded for competence with a promotion. If that promotion is of a managerial nature, especially if you haven’t managed before, it means that you’re now suddenly in uncharted waters.
It also means that if you we’re highly skilled at your job before the promotion, in most cases you’d be expected to perform equally well at this new thing, which requires different skills, different methods and different motivations.
To continue delivering at the same level as before, one must adapt, and as with everything else in life, learn to do it, and repeat until you develop experience and eventually become good.
So when I saw a tweet raving about another series of tweets about management, specifically engineering management, I immediately decided to take a look. What I found, is a very succinct and wonderfully phrased series of 10 tweets, by a guy named Marc Hedlund (@marcprecipice) on managing.
Since twitter feed is something very ephemeral, I wanted to put his words into a more long lasting format, so I decided to write them all in a short blogpost.
If you’ve enjoyed the above, the whole credit goes to Marc so go follow him on twitter right now.