I experienced a similar challenge early in my tech lead role, where I defaulted to coding—an area where I felt comfortable and where output was easily measurable. However, this focus often came at the expense of broader leadership duties, such as team support and product strategy, which are less quantifiable but equally critical. Your recommendation to clarify expectations is a practical approach to managing this shift.
Indeed, I believe one of the hardest challenges of landing a management role is dealing with uncertainty. Usually, development efforts can be validated in short cycles, so the feedback is practically immediate.
In leadership, however, sometimes you don't find out the impact of our actions until months later 😅
Very true. Leadership relies a lot of the PDCA cycle where we gather results by metrics & team feedback. It's a lot harder to measure than engineering work.
I experienced a similar challenge early in my tech lead role, where I defaulted to coding—an area where I felt comfortable and where output was easily measurable. However, this focus often came at the expense of broader leadership duties, such as team support and product strategy, which are less quantifiable but equally critical. Your recommendation to clarify expectations is a practical approach to managing this shift.
Thank you for sharing, Fabio.
Indeed, I believe one of the hardest challenges of landing a management role is dealing with uncertainty. Usually, development efforts can be validated in short cycles, so the feedback is practically immediate.
In leadership, however, sometimes you don't find out the impact of our actions until months later 😅
Very true. Leadership relies a lot of the PDCA cycle where we gather results by metrics & team feedback. It's a lot harder to measure than engineering work.