Voici comment vous pouvez passer en douceur d’un rôle technique à un poste de direction en fin de carrière.

In my opinion a sr leader, whether technology or management , will possess significant leadership skills to reach that position. As role changes from tech leadership to managerial, it more a change of context and perspective. Apply your natural skills and be open to adapting to change.Look for coaching and mentorship.

In my opinion, transitioning from a technical role to a managerial role requires adapting to the following key areas: Shift in Focus : Prioritize team leadership over technical details. Build Relationships: Understand and support your team’s needs. Delegate Wisely: Trust your team and provide guidance, not micromanagement. Foster Positivity: Encourage collaboration and recognize achievements. Embrace this shift in focus and invest in developing your people management skills. Leverage your technical experience to build team capabilities and succeed!

You are staring a new role. You have been successful that is why you are here. But it is new. Be humble. Acknowledge yourself and others that is new and set your expectations accordingly. Be ready to make mistakes. More mistakes than you are used to making. Avoid being too hard on yourself. Look for support from your peers, and as importantly from your team. Let them share how they want to be led, and at the same time share your leadership style and what you are looking for. And it does get easier. You will face fewer “first time challenges”. And you will figure out if this is the role for you.

As you advanced in your technical role you should have started increasing the amount of time you spent thinking strategically. As you take on the new managerial role remember that those that hired/assigned you to this new role have faith in your abilities. Identify where you feel you need to strengthen your abilities and start a plan to address those and test what you learn. Take time to understand your team and their strengths. Communicate well, and don't be afraid to ask for help from a mentor.

It is important to realize that doing something (a technical contribution) and managing that same thing is a radically different job and process. A person's ability to become a teacher (mentor/coach) rather than a doer is critical and difficult. A first step is to have a deeper conversation with those reporting to you and identify what level of skill they have and what their near-term and longer-term career goals are. Then craft an agreed to way of working together to support their goals and the organization's goals. A second step is understanding that one of the primary jobs as a manager is connecting your unit to other units so that interactions and hand-offs are seamless and maximally productive.

Absolutely! Being able to connect with someone who has had similar experiences will help you to navigate through challenges. A mentor can provide some invaluable tips based on their own personal experiences and gives you an outlet to raise questions or validate ideas as you progress into the new role. In the end you still decide how you want to use the mentors input but it will give you an excellent soundingboard.

Creo incluso que puede tener mucho valor poder conseguir un director experimentado que esté próximo a retirarse, para poder capitalizar su experiencia y entender la actitud frente a los desafíos.

According to my experience is really important to have a mentor that can guide you and coach you to meet your goals, because you can leverage the experience of the mentor and ask to the mentor about many situations that maybe in the past you never faced.

Definitely, you and your team won't be able to get all the things done that might be required in isolation. One of the key aspects of your work as a leader is to understand the organizational dynamics and build bridges with other leaders / teams so that at the end the work gets done, and everybody gets a share of the cake. BTW, one thing that I found very useful in this respect was the book "Influence without authority". This has been my guide on how to create win-win situations in the past.

Adicionar pessoas nao aleatorias no seu linkedin e sim pessoas do seu ramo de trabalho , isso te da um tremendo diferencial , seja para negocios futuros ou para futura indicação para gargos na corporacao de seu contato de sua rede.

Es importante involucrar al equipo para resolver o desarrollar un proyecto puntual y que se sientan parte importante de la solución. También brindar apoyo para evaluar alternativas de solución ante los diversos inconvenientes que se pueden presentar.

Sin lugar a dudas, la capacitación continua es vital para estar actualizado y apto para afrontar desafíos. En mi experiencia, es importante ser humilde con uno mismo ante algo no conocido y dejarse ayudar por quienes saben.

Here the technical experience and knowledge really comes into play. You understand the work and challenges of the people you manage, so you can do more than just enable, facilitate and inspire, you can really coach and mentor them. And you can literally lead by example by stepping in yourself when needed, when facing the biggest challenges, being down in the trenches with your team. Something I like to call the frontline general leadership style, like Russell Crowe in the opening scene of Gladiator, leading not just the legion, but also the vanguard. That also shows your team you are just as committed as them in delivering a project successfully and that you really have their back, instead of just giving directives from the sideline.

Claramente, es muy difícil, por no decir imposible, pedir a tus colaboradores que hagan lo que no ven que uno como líder no hace...

Continuous learning is key to life changes. Also listening and watching how team members work is important. These skills continuous learning, listening, and observing are golden.

If you are asking this question, changes are you already have many years of technical development experience under your belt. You would have worked under several managers. When i had my first leadership position, all i tell myself everyday is - not to be like Sharon (not her real name). I have more than 25 years experience in tech and i have worked in many organisations as i used to be a consultant. The absolute worst manager i had ever seen first hand is her. She basically break every single rule in "manager for dummy".

Develop skills that allow you you take a perspective on managing performance on the pathway to maturing your leadership approach. Learn about vertical development!