I wondered how I could make the transition from a technical person to a managerial talent

The traditional management functions are: planning, organizing, coordinating, controlling, and in some cases, adding leadership and command.

According to different business environments, there should be a focus on management awareness, management concepts, management means of training and actual combat, management is an art at the same time, pay more attention to practicality, combined with the characteristics of the environment, to achieve the goals of management, and lead the team to achieve corporate goals.

Management can also be understood as: nothing to do, there is something to be reasonable.

First of all, your skills must be excellent, and now you must have the knowledge of management when you transition to management, and you must do more to accumulate this convenience

Choose a development direction according to your own situation and the external environment you are in, participate in relevant vocational training and practice, discover new vocational education needs in practice, and go deep into the vocational work you choose and do it deeply.

Any profession is very hard, and it takes great effort, and vocational education is only a way, a way to set foot on the starting point. Society needs high-quality technical personnel.

At present, China's manufacturing industry is playing an increasingly important role in the global economic pattern, but the bottleneck of senior skilled workers and skilled talents will seriously restrict the global competitiveness of China's economy.

With the transformation of China's economic structure from labor-intensive to technology-intensive, academic education cannot meet the huge demand for high-quality technical employees in the society, and vocational education has become a necessary supplement to meet this market demand. At the same time, the laborers who eat by "craftsmanship" are the most honorable.

In order to transform from a technical backbone to an excellent technical manager, he must first overcome the inherent thinking and working habits of professional and technical personnel, that is, he must first solve the core and basic problem - clarify his role positioning. Only by recognizing your role can you clearly know what you should do and how to do it. For managers, whether they have played the role of technical managers well should be judged by the managed, that is, the employees.

Does technology work for managers? Is it possible to train technicians to become managers? These questions may be a little abrupt or even presumptuous; After all, what is really different about a technician at work from other employees?

The answer to the last question is undoubtedly yes.

Conventional wisdom is that technical employees are better suited to stay in the office, where they don't have to communicate with others. They lack soft skills such as communication, listening, and teamwork, making it as difficult to train a technician as a manager as it is to teach a fish to ride a bike. But it all depends on how much attention we pay to tradition, and if we accept the traditional narrative, then we probably think that all used car brokers are difficult to deal with, and politicians are a bunch of screaming fools who are far from the people.

However, regardless of their professional experience, some people just don't have the ability to manage, while others just don't have the same skills. I think it's fair to point out that a lot of people in the office will never be managers. Damn, I bet some of you are pointing at your manager and thinking, "What does this guy know more than technology, how the hell does he run this department?" However, the knowledge required for management is far from being contained in IT, and it seems that this is the case in all departments of the company, but the gap in the IT department is the largest. It takes soft skills to bridge it all.

A team of a lion leading a flock of sheep can defeat a team of sheep leading a flock of lions.

The team leader plays the role of "the head of the soldiers" in the enterprise organization.

color, in practical work, to fully recognize.

Know your role and prevent it from being misplaced.

=== Don't treat yourself as a cadre.

5. How to change the role of the new team leader.

1. Specialist generalist;

2. Rely on the individual and rely on the team;

3. Be good at doing specific business work, do management, do leadership work, and spend less business time;

4. Have a sense of identity with a strong technical profession and a sense of identity with a management profession;

5. Empathy.

The choice of this goal from technical staff to management is a very rational and correct choice, and there are many successful cases of this in my work. Mainly rely on the following principles and methods to successfully move towards the technical management: 1. Handle interpersonal relationships well, especially the middle and upper leaders of the company, as well as the managers of various departments recognize you.

2. Do an excellent job in your own work, and complete the project work on time every time, especially in the work plan, work summary, project plan, etc. 3. Let your boss and your boss's boss recognize that you are a person with management ideas. You can make a reasonable suggestion and understand what the leader wants to do, but he doesn't say it to his subordinates, and he doesn't say it to you, then you can think comprehensively and propose your own ideas to him.

4. Understand the difficulties of leaders and help them in a timely manner; 5. Understand the interests of leaders and participate in a timely manner.

First of all, congratulations on becoming a manager, please refer to the following suggestions:1Technician:

70% for technology and 30% for management2.Managers:

20% in technology, 60% in management, 20% in leadership3.Leadership:

30% for management and 70% for leadershipThrough the development trend of career, in different periods, first of all, you should clarify your responsibilities, secondly, you should pay attention to the training of your subordinates, so as to share your technical work, and thirdly, learn more management knowledge and books to improve self-management ability.

With the development of the company's business, it has become a trend to promote and train managers from excellent software technicians. The transformation from pure technical talents to managerial talents takes a period of time, and the following are a few experiences:

1.They need to be good at publicizing their own policies and strategies and creating a good internal and external environment for themselves.

The technical management personnel who are promoted are generally excellent technical personnel, and at the same time, they also have their own opinions, ideas, and ambitions after taking office, and have a set of policy strategies and plans. However, they often only pay attention to the internal implementation, and do not pay attention to the in-depth communication between the superior leaders and the relevant departments at the same level. In this way, when there are some transformative behaviors (which are always the case when new officials take office), it is easy to misunderstand.

Therefore, be good at publicity. As a leader, it is also extremely important to create a good external environment for the team.

2.We must withstand setbacks and grievances.

The psychology of technical talents is relatively fragile, especially when they have paid great efforts and have not achieved good results, it is easy to have deep self-blame. At the same time, due to the unsatisfactory results, the superior leaders will inevitably have some blame when encouraging, and it is easy to have a deep sense of grievance at this time. When encountering setbacks, we must hold on, do not lose confidence, and also withstand criticism, and we must work hard to turn the situation around with a positive attitude, and we must not fight back against those who put forward different opinions with a retaliatory mentality.

3.Attention should be paid to the continuous cultivation of the art of leadership.

Doing it yourself is very different from having a group of people do it together. People who have just stepped into leadership positions often do not handle the relationship between delegation and responsibility well, leaders must learn to delegate, and it is impossible for one person to do everything; At the same time, delegating authority as a leader does not evade responsibility, and training and supervision are necessary. The idea of "either do it yourself or let someone else do it, I don't care" is wrong.

4.Be patient.

In the past, you could do your own thing, but now as a leader, there are a lot of management things that involve a lot of energy and time. They are often unaccustomed to it, especially when it comes to communicating with others, and they feel impatient, so they often deal with problems with simplistic and rude attitudes. This should not be, communicating with all kinds of people in management work is a major daily job, and patience must be required.