Deft managers of technical teams facilitate the success of the team as a whole by keeping an eye on task completion and watching out for the well-being of the team members. Learn the key considerations in managing technical teams when you don’t have the same level of technical skills as your workers.
- Let's talk a little bit about managing a technical team…or project, especially for the manager…with a non-technical background.…Now the first rule about management,…you are not there to do production work.…Your primary responsibility is managing…the people on the team.…Now this can be especially challenging for people…who've risen up through the ranks.…You're used to doing the work.…You may have gotten promoted…because you do the work so well.…But the job of a manager is fundamentally different…from that of a line worker.…
Now, there are a lot of people with courtesy manager titles.…They don't really manage anyone,…it's more just a signifier of their seniority or expertise.…I've had a few of those titles myself,…and obviously, if you're not managing people,…you're producing work.…But real managers who have people reporting to them…have a larger scope than just their own work.…They're responsible for the success of the team as a whole.…Now this means not just keeping an eye on task completion,…it also means watching out for the wellbeing…
- Identify the best practices for building trust and credibility with a technical team.
- Define “data-driven conversation.”
- Recognize strategies that will help a nontechnical professional adapt to a technical team.
- Name three ways you can help employees in a fast-growing department get up to speed on projects and tasks.
- Recall the major role of a manager.
- Determine the benefits of a flexible work environment.