New Manager, Old Habits
A small company might promote an engineer to development manager because of her technical and product knowledge. This newly minted manager, however, does not instinctively understand her role as a manager, but instead sees herself as an engineer who must now endure more interruptions and more paperwork. This new manager might in fact prefer to continue writing code full time, despite the perceived benefits of a management position. Without training and direction, she won't embrace her less code-oriented role and will believe that her only management responsibility is to answer team questions. The team will almost certainly become disillusioned with this manager.
Delivery pressures compound the new manager's problems. Because ...
Get Growing Software now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
