Transitioning from Developer to Manager
Are you a Software Engineering Manager who is looking to promote a direct report into a Manager role? Below is a list of behaviors that indicate that a developer is ready to move to Management
- Coaching and mentoring others
- Thinking in ‘we’ instead of ‘me’
- Showing initiative and problem solving
- Taking on additional responsibilities
- Able to have difficult conversations and be open with their feelings
- Ability to stay serene during stressful times
- Ability to be assertive without being aggressive
- Ability to allow others to have the limelight
- Ability to let others work on the more interesting technical problems
- Ability to feel empathy and listen
- Ability to be strategic about technical and business decisions
- Ability to understand the business perspective
Conduct a gap analysis
If you are a manager hoping to promote an employee to a manager start with a gap analysis. Make a list of attributes that are expected of a manager. Use the list I wrote above, the job description for Manager at your company and other resources to compose this list. Objectively analyze where your employee stands regarding each attribute. After this brainstorm ways to fill in the gaps. For example suppose the employee needs practice having difficult conversations then look for a situation such as another employee who needs some tough feedback and give them the opportunity to mentor that person. Make sure you offer them support and coaching and stay on top of how both of them are feeling during this process.
Management trial runs
If you are a manager suggest that your company create some processes that allow employees to try on the management hat. For example create a summer internship program and allow developers interested in management to manage the interns for a couple of months or create tech lead opportunities in which a senior developer can play a player coach role while managing 2–3 reports. This will allow them to get a feel for management. It is a totally different job than being an individual contributor and some developers will try it and decide it isn’t for them and others might love it and you can be confident of their commitment to that role.
Develop a plan
Develop a plan in concert with your employee on how they can fill in the gaps in their experience regarding management. This plan should include milestones and a timeline. Let them lead the development and execution of the plan. Assess their progress to decide on the best time to put the promotion in place.
