Management know-how for technical experts
For many of us, professional identity is linked to a specific area of expertise. Our reputation as an accountant, engineer, lawyer, academic, marketing or IT expert is largely dependent on our technical knowledge and skill.
But what happens when we take on a management role?
On the plus side, we have the credibility to lead others in our field. We understand the intricacies of the work and can discuss technical decisions in detail.
But our time also gets taken up with managing performance issues, conflict between team members, overcoming resistance to change and keeping senior management happy.
Technical expertise doesn’t come overnight, and it’s the same with management know-how.
Through trial and error you might learn it in time; or you could use coaching and development to build your management as well as your technical expertise.