![]() Consider why certain things are priorities, and how they impact the organization. Make efforts to understand the big picture and how all the various pieces are interconnected. Consequently, if you want to transition to management, you need to start thinking at this strategic level. ![]() Rather than focusing on how to do things, managers focus on defining what things to do. Generally speaking, individual contributors are more tactical while managers are more strategic. In short, use your influence to lead others where you want them to go. Be someone your manager can rely on to help rally the troops around decisions. Be vocal about your ideas, take initiative to implement them, and bring others on board. Practice these skills by accepting leadership responsibilities on projects. Strong leaders know how to motivate their team members, persuade them to their way of thinking, and inspire them to action. That means having a clear vision and the ability to influence others to work towards that vision. Of course, being a manager isn’t just about managing the work of others it’s also about being a leader. Once you start looking for ways you can do this within the confines of your current role, you’re likely to find at least a few opportunities.Īlso read: How to Maximize Your Chances of Getting that Promotion It’s not so much about what they know it’s about what they’re able to guide others to accomplish. Managers are inherently different from individual contributors because their primary focus is getting things done with and through others. You can practice the art of delegation and learn what it takes to keep people on track (which is often more difficult than you’d think!). Such situations can be useful ground for exercising your skills. For example, perhaps you can take the lead in supervising a contractor, or managing a vendor relationship, or overseeing a new hire as they transition onto the team. Sure, you might not be a manager yet, but you may still have opportunities to unofficially manage people or relationships. Here are a few of the most important elements to focus on as you position yourself for a move from individual contributor to manager. How do you position yourself as someone capable of managing when you haven’t officially done it before? What kind of experience will help demonstrate you’re management material? And, most importantly, what skills do you need to be successful if and when you finally get the opportunity to make the leap? The leap from individual contributor to manager can feel enormous, especially for people who have limited experience supervising others.
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