I'm at the point in my career where I've been recognized for the work that I do and it's led to a few different opportunities. Recently, I've had a lot of conversations with others interested in having me transition from product development / innovation to leadership for product developer / innovation. I'm trying to be thoughtful about how I'd enable others to achieve more than I have and what I could do to help smooth over the struggles I've had while trying to innovate.<p>Have any of you made a similar transition? If so, what worked and what didn't?
Are you familiar with the book <i>Peopleware</i>? If not, check it out.<p><a href="http://www.amazon.com/Peopleware-Productive-Projects-Second-Edition/dp/0932633439" rel="nofollow">http://www.amazon.com/Peopleware-Productive-Projects-Second-...</a>
I've recommended this site so many times it seems like I'm an affiliate, but I'm not: <a href="http://manager-tools.com" rel="nofollow">http://manager-tools.com</a><p>Lots of practical examples of management challenges. While these guys are not IT people, a lot of the examples they provide come from and/or directly applicable to the IT world.
What were some of the struggles you've had? What have you come up with so far for others?<p>I made the transition a few years ago to management. What worked best for me was simply listening to everyone. I try minimize any objections or comments until I've had a chance understand all the issues.<p>Previously I'd fire off whatever comes to the top of my head and I can't provide good judgement or advice if I do that.
1. Don't have an opinion about how you would do it.<p>2. Be the person who empties the trashcans and if the dumpster is full jump up and down on top of the garbage to make more room.<p>3. Management is not supervision. It's not leadership either. The only metric of management is accomplishing the goals [these can and should keeping employees happy].<p>Congratulations and condolences and good luck.