Voici comment vous pouvez réussir votre transition d’un rôle technique à un rôle de direction dans le conseil en informatique.

Arrive Early and Leave Late Document, Share Documents and Seek Revisions from Team Members Listen Empathetically and paraphrase feedback to clarify and confirm Make sure team members are onboard and participating Budget, Schedule and adhere to both Regularly Update Management with a Raid Report Succeed

Consider taking some Dale Carnegie courses: immersion, leadership, etc. Get a mentor, who's been a successful manager for years. Learn to see through Team Members' eyes, as perception is their reality.

As part of the development and implementation team, you are well positioned in the overall delivery process. Your team: i) receives requirements from the analysis team, ii) you submit progress updates to the project manager, and iii) you submit your deliverables to the acceptance team to confirm conformance to requirements. 1 Support the analysis team by participating in requirements definition. Volunteer to review and contribute to the requirements documents. 2 Support the PM by getting progress updates for your tasks and others on the development team. Your development colleagues will be happy to help and you will augment your profile with the PM. 3 Participate in the QA process. Provide helpful input into managing acceptance.

The ability to view business implications of technology, how non technical business components (sales, marketing, logistics, sustainability) help the CUSTOMER is the most important attribute for those technical specialists who want to transition to management positions.

By learning to delegate effectively, you can enhance team productivity and develop your management skills, making your transition smoother and more successful. For instance, as a new manager, it’s important to trust your team with specific responsibilities, allowing you to focus on broader project objectives and client relationships. In my experience, effective delegation starts with understanding each team member's strengths and assigning tasks accordingly. I’ve found it helpful to provide clear instructions and expected outcomes when delegating, which minimizes confusion and ensures accountability. A common mistake is to continue handling technical tasks oneself due to a lack of trust or reluctance to relinquish control.

An effective leader should lead by example. Set goals and lead on those goals. Support the team in highs and lows, nurture them and motivate them. Highlight success in public, privately focused feedback for improvement. Will certainly be an effective leader.

The first thing you need to do if you want to move from a technical role to managerial role in IT, is learn to solve people's problems. In a technical role you are purely concerned with your own work and problems. In a managerial role, your team's problems become yours and the sooner you learn to help them in solving it, the better you will be as a manager. Helping your team members will build your credibility and increase your knowledge as well. Soon you will be able to carve out time to manage your team, evaluate their output and synergies their effort.