Early in my career, I was given the opportunity to manage a relatively small group of highly independent and talented software engineers. Prior to moving into management I was a software engineer myself and most of the engineers I managed were my peers before I became their manager. My transition into management was initially difficult. I was considered very productive as an individual contributor; however, the collective productivity of my team of engineers was not as high as it should have been. Before I became their manager, the productivity of the individual engineers was fine. Therefore, I concluded that I was doing something incorrectly as a manager.
I eventually determined that the main problem I faced as a new manager was trying to do everything myself. There were ten engineers in my department at that time and I still wanted to do everything myself because I felt I was the … Read More