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I tend to concentrate on the project and doc plans, hiring and firing, and
all of those other routine manager tasks, but the "organizing people" skills
are even more important because they are harder to acquire. My new company
has lots of employee development courses, so that will help on both fronts.
I have had some great managers, and have had only one really bad one, so
emulation and anti-emulation is a good tip.
Most have been in the middle, though...but I do strive for greatness, so I
guess I'll be doing some emulating. ;-)
On Tue, Aug 19, 2008 at 9:28 PM, Gene Kim-Eng <techwr -at- genek -dot- com> wrote:
> That's a tough one. I don't know if it's possible to tell someone
> how to successfully move to management. In my case, in my early
> days after that first promotion I used emulation and its opposite,
> anti-emulation. I had one really good manager early on in my
> working life whose management style was successful both for the
> company and for those who reported to him, and whenever I could
> I did what I thought he would have done; in other cases I thought
> about other, less than stellar managers I had had experience with,
> and tried to do the opposite of what I thought they would have done.
> These days, more often than not I'm just making it up as I go.
>
> Gene Kim-Eng
>
>
>
> ----- Original Message ----- From: "beelia" <beelia -at- gmail -dot- com>
>
>> I'm OK with either one, but now is the time to figure out my HR options
>> are
>> so I can cover myself for either an engineering or management job track. I
>> know from previous postings that some of you have expertise in both areas
>> (Gene, you in particular). If you have any advice for me, or can share
>> experiences on how you adapted to expanding either role, I would
>> appreciate
>> it.
>>
>
>
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