How I transited from an Individual Contributor to a Manager
So I chanced upon this infographic from a Linkedin post last week, and it’s very relatable to my career so far, and it’s inspiring to see that I’m hopefully on the right track :)
When this first happened to me, I struggled for awhile, not because I don’t know how to do the job, but it was the part of letting go and embracing the actual shift from being an IC to a manager. It was a mindset that took awhile to apprehend, and apply, but I’m glad I managed to do so, as it has enabled so many people around me to grow.
Here are the 3 key points that related very strongly to me as I transitioned to a manager/leader.
Create → Delegate
As a designer at heart, this has been the hardest to manage at the very beginning. It was a huge struggle switching from, “Yes, i can do it!” to “Yes, I’ll have my team member look at it!”, when you know you can fulfil the requirements. Yet, the central part of letting someone else take it is the area of opportunities that you open yourself to.
Yes, so I’m no longer always on Figma, I see more G Slides and Sheets than Adobe, and I barely know about 3D motion (that my team members are awesome in?!). But what I’ve enabled is the team to take the spotlight, and my job is to provide opportunities and context to them as much as I can. And for myself, I was able to pick up horizontal skills that aided in both personal growth and getting context of the bigger picture, which I can now bring back to educate the team with.
And yes, I will still get down to the trenches to do the work if it’s needed.
Player → Coach
You start realizing that you are a role model to your teams, and how you carry yourself is how you will influence others. It is a very critical step forward when you see and acknowledge that you are no longer just a chess piece, you’re a game master. What’s the implication of this? HUGE.
You’re no longer in the ‘in’ group, but you’re pulling the team along with you as you trudge forward, together. As much as you want to be with the team in the fields, you’re watching on the sidelines, while your team plays the game. It’s hard for me because I love being a part of the team, but it takes courage to step away and know that your team will do just as well, or even better.
When I was younger and playing team sports, I looked up to my coach as someone who was inspirational, who could lead the charge, and bring all of us up to another level with the training and constant challenges. The same now applies to our environment, where being a coach is about being ‘the light’, for others to know that you will be a guide but you will not get in their way.
Also, not everyone is a great coach tbh, as much as not everyone is a good manager. But it’s critical to acknowledge that, and if you’re bent on being a good manager, keep learning them soft skills.
Today → Future
Many have asked, even direct team members, hey you’re not designing anymore, not creating the journeys, not making the actual changes, how does that feel?
Haha honestly, it feels like crap sometimes I won’t deny.
But, my role is 10x more important now because I think of the following types of questions:
How do I unblock their challenges at work?
How do I ensure that they are being pushed to their limits but protected?
How do we scale effectively so that we won’t burn out?
What else does the team need from me that I’m not doing well in?
Why are certain challenges not being solved, and how to solve them?
How to keep the team constantly engaged with the vision?
How do I enable my high performers in the team?
How to make our voices heard?
How do I impart lifelong skills to them?
How do I cultivate a great culture?
How do I do right by my team, and make hard decisions?
How do I learn fast enough and upskill myself so I can bring my team with me?
…and the list goes on, and on.
This is the continuous learning that I’m doing, be it learning more strategic thinking, new ways of creative and design thinking, new technical skills in horizontal areas, to plan for the future and elevate the present.
In summary, it’s tough when you first transit, but management is a challenge in itself and you will realise the true meaning of being a leader once you acclimatize to it. Or if not, that’s perfectly okay too! What’s most important is that you understand what you’re driven by, and keep going in that direction, whether is it the IC, or management route :)