I had the same experience moving from IC to manager. I didn't realize the amount of work that managers are doing that I didn't see and more importantly that they couldn't tell me about.
Retention is definitely one, but there's the flip side of dealing with poor performance. You can't announce to everyone that one of the team is on a PIP or struggling with personal issues. But a poor performer means that I'm doing a _ton_ of work to figure out how to fix the issue (whether that's spending hours every week coaching them, building all the long-term documentation that HR requires before we can fire someone, picking up some of their slack myself in the meantime...)
Coordination of people also takes way more time than I realized as an IC. If you meet with your manager once per week, that's an hour out of your week. But your manager is meeting with everyone on the team and a good manager is going to spend at _least_ as much time thinking and planning for each of those meetings as they spend in the meetings themselves even if everything is going well. They have to make sure nobody is accidentally working on the same thing or impacting someone else, talking to other teams, that sort of thing. That one hour out of your week is 1-2 days for your manager. Not to mention that they then have to go do the same sort of coordination with other teams.
You have something that blows up your week that you need to escalate once per quarter? Multiply that by the number of reports your manager has and that's how much time they've spent fighting fires this quarter. And they need to explain to their leadership what happened and why it won't happen again.
Etc. etc. It's not harder work, but it is very different work from being an IC. (On the other hand, being a manager has made me a better IC too. Everyone I've ever managed that was previously a manager themselves has this -- they know exactly what I need to know because they know what they needed to know, so our 1:1s go much faster :) )
One anecdote I have is that when I first moved to a management role, I told a colleague how happy I was that I'd finally have real control over my calendar. After he finished laughing (literally) he said "your calendar belongs to your team and you'll never be in control of that again". He was absolutely right: if something goes wrong or someone is unhappy, everything else moves aside so I can fix my team's problem.
I moved from IC to manager to director. Meetings in general are a huge time suck, and by the end of my tenure, I was basically triple-booked for the entire day every day. Every evening was an exercise in deciding who to piss off. And the emails! <Marvin/Android Voice>Don't get me started on the emails! :-) Finishing the twilight of my career as an IC consulting, and it's much better for me.
Bezos used to (supposedly, didn't work for him) have the habit to forward emails to reports (direct and further down), with just an added comment of "!" or "?"
"!" was "Do something about this"
"?" was "Can you please explain WTH?"
> Everyone I've ever managed that was previously a manager themselves has this -- they know exactly what I need to know because they know what they needed to know, so our 1:1s go much faster
Could you provide some examples of what managers need to know?
It's less about what I need to know and more about how I need to organize it. I get the same information from all of my reports, but the ones who were managers hand it to me ready to go where the others I get it from a conversation.
When I'm talking to my team, I need to know things like:
* Anything that is blocking them (and what they think will solve that)
* Any unexpected events, fires that are about to start/have started
* Progress on their tasks and any timeline updates
* Things they've heard from meetings with other teams that might impact what they're working on or other people on the team
The ICs who were managers previously tend to come to 1:1s with this already sitting in our shared document outlined roughly like I have above when we start our meeting. E.g.
* I'm waiting for Joe Bloggs to finish his API work before I can build the user workflow for X. He was supposed to be done last week but I'm still waiting. He's being very vague about the timeline and I need to know when this will be done so I can start work. Can you talk to him for me?
* Mary was out sick last week so didn't finish the design for Y. We're working on it now and she'll be done by Tuesday. I've put my work on Y on hold until then and am focusing on Z instead. It should still be done by the deadline.
* Status of Project Foo is...
* I had a sync with the database team yesterday. Did you know that they're planning to move everything to paper tape next quarter?
All of that would come out in a conversation anyway, but having it like this focuses it and puts it in context already (which is normally what I would need to do with that info).
The real difference is that folks who have been managers before tend to have a better understanding of what will impact the larger team or project, not just their part of it. I care about the individual too, but some of my brain is always on the bigger picture.
To add on to this I like things organized as:
- things you need my action on
- things you need my input on
- things you think I need to be aware of that may need my input/action later
Given that there are plenty of people on the spectrum working in IT a promotion can be a devastating blow to some.
The thing you've mentioned about poor performance resonates a lot with an unfinished text I have about generation lost to covid.
For me shaping a new team is all about forming bonds between teammates. Living in eastern europe it usually involves a lot of drinking together. :)
The end result is that you have a team that cares about each other, and if someone has a bad day for whatever reason (sick cat, kid misbehaving at school, hangover or divorce) the rest of the team will be happy to fill out and carry on as a unit. If something bad will happen the team will indicate the bad apple and you'll know when to step in.
Even though my first daily job in 2006 was an online first company I was very sceptical when covid started. It takes a lot of thought and preperation to have your org ready for an online work, and setting up zoom calls is simply not enough. I took hiatus as I felt I was not able to form a functional team based on skype calls. I missed some money but I think the history somehow proved me right.
I'm not going to lie, this is what I feel work from home and distributed teams has made hardest.
It's not that it can't be overcome, but it has to be done intentionally rather than organically. And that's a whole task a manager needs to add to their list of responsibilities.
> I missed some money but I think the history somehow proved me right.
Maybe, but I will say that having the norm be "unless you hang out in person your team can't bond" is an out for some people to excuse not being friendly or empathetic. Friendly people are friendly no matter the medium.
I've had managers hand-wring over getting people to hang out, and it's like: okay, I've drank beer with this difficult person that you hired, can they stop being an asshole in chat now?
My point is, if you're forming a new team from people that never seen each other and they communicate during random zoom calls the chances they will grow a real bond are very slim.
People will join the stand up call saying routine like "hello yesterday no blockers", proceed to grab a random task from the backlog and call it a day.
Meanwhile in the office people will have a casual chat over a coffee, go for a smoke, grab a lunch together and maybe even hang out after work on their own accord. When someone shows up late for office saying "crap my kid is really sick" it's more likely that someone else steps in and say "hey, it's fine, I'll do the deploy for you today".
When someone asks for that in a group chat people may miss it, and honestly, who cares about random set of pixels on your screen.
Not to mention that in the office, if you're not an asshole, people will stay with you after work and be willing to teach you how to work with that new library or system. I'm not seeing that organically happening in full remote structure where you can't really put a face behind a name.
Like I've said, I worked for fully remote companies long before covid happened, but everytime those companies invested a lot of time and money to get people together and do random meaningless stuff. Heck, when I joined Wikia in 2006 they flew us all from all around the world for basically two weeks vacation so we just could spend the time together and to get to know each other.
> My point is, if you're forming a new team from people that never seen each other and they communicate during random zoom calls the chances they will grow a real bond are very slim.
Retention is definitely one, but there's the flip side of dealing with poor performance. You can't announce to everyone that one of the team is on a PIP or struggling with personal issues. But a poor performer means that I'm doing a _ton_ of work to figure out how to fix the issue (whether that's spending hours every week coaching them, building all the long-term documentation that HR requires before we can fire someone, picking up some of their slack myself in the meantime...)
Coordination of people also takes way more time than I realized as an IC. If you meet with your manager once per week, that's an hour out of your week. But your manager is meeting with everyone on the team and a good manager is going to spend at _least_ as much time thinking and planning for each of those meetings as they spend in the meetings themselves even if everything is going well. They have to make sure nobody is accidentally working on the same thing or impacting someone else, talking to other teams, that sort of thing. That one hour out of your week is 1-2 days for your manager. Not to mention that they then have to go do the same sort of coordination with other teams.
You have something that blows up your week that you need to escalate once per quarter? Multiply that by the number of reports your manager has and that's how much time they've spent fighting fires this quarter. And they need to explain to their leadership what happened and why it won't happen again.
Etc. etc. It's not harder work, but it is very different work from being an IC. (On the other hand, being a manager has made me a better IC too. Everyone I've ever managed that was previously a manager themselves has this -- they know exactly what I need to know because they know what they needed to know, so our 1:1s go much faster :) )
One anecdote I have is that when I first moved to a management role, I told a colleague how happy I was that I'd finally have real control over my calendar. After he finished laughing (literally) he said "your calendar belongs to your team and you'll never be in control of that again". He was absolutely right: if something goes wrong or someone is unhappy, everything else moves aside so I can fix my team's problem.