What actually changes when you move from manager to director? A mental model for leadership growth based on how your focus shifts from What, to How, to Why.
Great read, I feel I'm stuck a bit in "IC mode" when it comes to definition - and especially feeling - my impact in "Head of" role, due to direct contribution immediate impact and a fear to loose tech. competence through lack of hands-on work. Thanks for the article - a good goal for this year to re-define the impact and get piece with managerial tasks :-)
Thanks! Indeed, it’s a tough one, especially at the beginning, but it's essential to learn to live with it. You need to acknowledge that what you were doing before is no longer your job and isn’t the most significant leverage you have.
To make it easier, find something that keeps you close enough to feel productive while you let go. Maybe set a regular cadence for technical reviews with the team. Or block your calendar once every week or two for reviewing recent changes - but don’t do it outside those blocks. This way, you keep some technical work while limiting yourself and making time for other activities: looking more broadly at the business, reviewing what can be improved across the organisation, and defining where you see your teams and how to get there.
Happy to chat more if helpful - always glad to help with these transitions.
Great read thank you! For me, the hardest part for me going from individual to manager then director was continuing to get out of the weeds and trusting my team to handle what I used too.
That too, indeed! Learning how to let go and observe how things are progressing. Often resisting the urge to do something yourself when you know how - prioritising team learning and long-term improvement over faster resolution now but slower growth.
It seems that as you move up to Director, the engineering challenge transforms into a human/cultural challenge. You stop debugging code and start debugging the organizational structure. If the Why isn't communicated clearly downstream, even the best How will result in waste.
Aye, you’re right. Instead of working on software systems, you’re working on people systems. And cascading the “why” downstream ensures the organisation works on the right things, while the “how” ensures they’re done right.
This was excellent. I read it with great interest as I reflect on this often myself, having followed the same journey in engineering as you. Your emphasis on relationships and influence at each stage on this path really resonates for me. Great read, something I will save and re-read over the festive holiday!
Great read, I feel I'm stuck a bit in "IC mode" when it comes to definition - and especially feeling - my impact in "Head of" role, due to direct contribution immediate impact and a fear to loose tech. competence through lack of hands-on work. Thanks for the article - a good goal for this year to re-define the impact and get piece with managerial tasks :-)
Thanks! Indeed, it’s a tough one, especially at the beginning, but it's essential to learn to live with it. You need to acknowledge that what you were doing before is no longer your job and isn’t the most significant leverage you have.
To make it easier, find something that keeps you close enough to feel productive while you let go. Maybe set a regular cadence for technical reviews with the team. Or block your calendar once every week or two for reviewing recent changes - but don’t do it outside those blocks. This way, you keep some technical work while limiting yourself and making time for other activities: looking more broadly at the business, reviewing what can be improved across the organisation, and defining where you see your teams and how to get there.
Happy to chat more if helpful - always glad to help with these transitions.
Great read thank you! For me, the hardest part for me going from individual to manager then director was continuing to get out of the weeds and trusting my team to handle what I used too.
That too, indeed! Learning how to let go and observe how things are progressing. Often resisting the urge to do something yourself when you know how - prioritising team learning and long-term improvement over faster resolution now but slower growth.
Love the distinction on the Why.
It seems that as you move up to Director, the engineering challenge transforms into a human/cultural challenge. You stop debugging code and start debugging the organizational structure. If the Why isn't communicated clearly downstream, even the best How will result in waste.
Thanks for sharing this.
Aye, you’re right. Instead of working on software systems, you’re working on people systems. And cascading the “why” downstream ensures the organisation works on the right things, while the “how” ensures they’re done right.
Love the What, Why and How ways of differentiation. I will pass it along. Thanks!
This was excellent. I read it with great interest as I reflect on this often myself, having followed the same journey in engineering as you. Your emphasis on relationships and influence at each stage on this path really resonates for me. Great read, something I will save and re-read over the festive holiday!