“I used to have passion for the output of the project,” Miriam repeated. “Now, it’s a matter of placing value on the development of other people.”
“We often focus on managerial tools,” I replied. “Give me a template, give me a technique, but being an effective manager has more to do with you than a managerial tool. Transitioning from an individual technical contributor to a managerial role requires self-reflection. It’s more than a change in role, it requires internal change.”
“I can feel it,” Miriam said. “It’s a bit scary. I look at a problem in a project and I want to fix it. But, I have to stop and move the team to fix the problem.”
“It is a change in you. You have to ask yourself reflective questions.
- What is the value of my new managerial role?
- How does my new role fit in with the output of the team?
- What do I care about? What is important to me?
- Is there connection between what I care about and the value of my new role?
- What new behaviors and habits do I have to develop to be effective in my new role?
“It will take some time,” Miriam replied. “I still feel an allegiance to solve the problem, I just have to do it in a different way.”