Management is paying more attention to what they don't do and what they need.

Mar 1, 202426

AI Translation

This post is translated from Chinese into English through AI.View Original

AI-generated summary

After transitioning into technical management early in my career, I focused on leveraging my strengths to lead teams effectively. However, I have recently started to recognize my limitations and the need for my direct reports to support me in areas where I am not as strong. This shift in perspective has allowed me to delegate more effectively and create clearer goals for my team. Overall, this experience has expanded my professional horizons.

I started working in technical management not long ago, and I managed an independent department quite early on. However, in my previous management experience, I always focused on my strengths and how to use them to lead the team. My ability as a full-stack developer has made me naturally inclined to control everything from goals to tasks.

Lately, I have been paying more attention to what I "cannot do," due to both capability and energy reasons. I am increasingly aware of what I am not good at.

As a result, I can clearly see what I need my next-line TL to help me with. I can clearly articulate the requirements and expectations for the next two levels below me, allowing their work to unfold with clearer goals.

It's a wonderful experience, as the scope of my work has expanded.