Becoming a manager is an exciting career milestone. But there's often very little training to truly prepare one for the role. Often, a successful individual contributor (IC) who is very technically skilled gets propelled into the position of manager. Yet being a great manager requires a whole new mindset and skillset.
I too was filled with anxieties when I first became a Data Science Manager. Adding to my stress were studies that showed manager experience is an overwhelmingly important factor in employee satisfaction. I had learned over the years how to be an effective IC. But how does one become an effective manager?
Seeking guidance, I asked for advice from the director who promoted me. He was in a rush to get to the next meeting, so quickly, he told me that the most effective managers he's seen all tend to have side projects.
"Side projects keep your skills sharp," he said.
For several years, I wholeheartedly embraced this advice. But only until recently, I realized his message was quite different than I had initially interpreted it.
Beware of the IC Inertia
When you've been doing technical work for years, it's hard to stop overnight. Many managers who were technical ICs continued to wear a bit of the IC (or tech lead) hat.
This was what I was also doing. For a few years, as a data science manager, when I assigned projects to each team member, I'd also assign a lower priority one to myself as a way of "helping out." I thought I was following the advice of having a side project, but in reality, I was living the IC inertia.
Title Change is Fast; Mindset Changes is Slow
The easy part of transitioning from an IC to a manager role is the title. But becoming an actual manager takes a mindset change. Realizing this change is necessary is a gradual process that only happens with intention.
We all derive a sense of accomplishment by doing a good job. And when an IC becomes a manager, it's so temping to repeat the recipe for success that has worked many times before: by doing good technical work.
The Wrong Way to Have a Side Project
A manager simultaneously doing IC work as a side project can backfire in many ways:
- It can create an unnecessarily competitive atmosphere. If you complete a project, it can put pressure on the team. If you don't complete a project (which can happen to new managers who is caught off guard by how little time they have left to work on projects after all the meetings that popped up), you can lose credibility.
- Whatever project you work on, regardless of how low of a priority you assign it, it can be interpreted as the "important new thing". The manager is working on this project, so it must be the most important one! As a result, team members can get distracted from their core tasks, and instead try to contribute to this "side project."
- Most importantly, it takes time away from your core responsibility as a manager. As a manager, your core responsibility is to lead and represent your team. Externally, you need to go out and promote the work of your team members (and get your team more work). Internally, you need to define the right goals and projects, and find ways to motivate and equip your team to achieve them.
As tempting as it is, it's very difficult to be an effective manager when you're also doing IC work on the side. It might be appropriate in some cases, for example, a very small team, or a suitable organizational structure. But from a career perspective, there's value in being the best manager you can be.
The Right Way to Have a Side Project
After a few years of being a manager while working on "side projects," I began to feel burned out. Managing a growing team, while also having to meet project deadlines meant I was exhausted.
I had a chance to consult again with the same director, and this time, he gave me an example.
He had worked with an exceptional manager, who was leading a team of 20 engineers. But in the many years they worked together, the director never knew that this manager always had passion projects outside of work. When this manager had to leave the company due to family relocation, he turned to one of his side projects. Single-handedly, he grew it into a profitable company, and even got accepted into the famed Y Combinator.
The Clarified Advice
So, to be extremely clear, the most important advice for an IC-turned-manager is to have side projects, but they are side projects outside of work.
And to be even more clear, you shouldn't be doing side projects just for the sake of it.
Successful managers typically have side projects because they are passionate about their area of expertise. So it's their curiosity and interest that drive them to "do more work" outside of work. Because when you are passionate about something, it doesn't feel like work.
Therefore, as a new manager, it's very important to:
- Realize it's time for a mindset change. What you do day-to-day is going to change, and don't be trapped in the IC inertia.
- Foster your passion for your area of expertise (note, passion can be trained!). This will help you to find side projects that are meaningful to you outside of work.
And side projects don't need to be heavy. Half an hour here or there can add up over time. The key is to find something that energizes you and keeps you engaged with your field, without detracting from your primary role as a manager. This way, you can be the best manager for your team while also keeping your own skills and knowledge sharp.
The journey of a manager is one of continuous learning and growth. Embrace it, and enjoy the ride!
