Introduction

Let’s face it: nontechnical managers just don’t understand what we techies do for a living. The good ones try really hard and stand up for their team, but they just don’t feel it in their bones. If technology is not stamped into your DNA, you just don’t get it.

So that means that only technical people should manage technical people, right?

Here’s the problem: technical people frequently do not make good managers. It isn’t that we techies aren’t smart enough—usually the best technicians are the people who are asked to step into leadership roles. But the skills that make a good techie are not necessarily the skills that make a good leader.

When you become a leader, the focus shifts. It is no longer about what you can accomplish as an individual contributor. You will be judged by your team’s accomplishments.

Good technical people have developed good study habits, a sense of responsibility, and a solid work ethic. All of these are important and can translate into skills that will help you be a good leader. But you will only be an effective leader when you inspire your team members to reach their potential.

Moving into a leadership role can be a bumpy ride. But it can also be hugely rewarding. Make sure to approach it from the right frame of mind. It isn’t about you anymore; it is about your team.

This book lays out some of the lessons I have learned during my own transition from a front-line techie to a manager.

Every environment is different, and every leader is coming from a slightly different place. I would love to hear your feedback about your own experiences, and how to make this book better. Please add your comments to my blog at http://fromtechietoboss.com.

You are embarking on an exciting new phase of your career and your life.

Good luck and God speed!