[This is part three in a series of posts about how to effectively transition to your new role after being promoted.]
- So I Got Promoted, Now What?
- Stop Doing Your Old Job
- Employ the Same Successful Tactics
- Get to Know Your Peers
- Get a Trusted System
- Manage Your Email
- Manage Your Calendar
- Start Having Weekly One-On-Ones
- Recognize the Tendency to Revert
It seems that Moore’s Law is on its seventh double espresso. The law, which was originally described by Gordon E. Moore in 1965, primarily relates to advances in computer hardware. But given the dizzying pace of changes in all technology , I think it’s more broadly applicable to other areas today. The affects on IT Professionals is fairly obvious.
Can you name a database administrator, a solutions architect, a seasoned developer, or any other highly skilled, highly technical IT Professional that views his job as a run-of-the-mill 9 to 5 position? I can’t. Most successful people in our industry realize that in order to do their jobs, a certain amount of continuing education is required.
So over time, we’ve developed ways to keep up with the latest trends in our field. We listen to podcasts, read blogs, attend conferences, participate in user groups, and take training classes. These sources, among others, help us to do our jobs better.
There’s A Lot To Learn
It’s important to realize that once you’ve been promoted, your job has substantially changed. Many IT Professionals fail to recognize this shift and languish in their new role as Team Lead, Manager, or Director. I’ve seen it countless times at the companies where I’ve consulted.
Need proof? Think back to the first few weeks or months as a new database administrator or application developer. How much did you know, really know, about your job? At the time you may have thought you knew it all, but if you’re honest with yourself, you didn’t. Think about how much more you know now.
The same applies to your new job. You may feel like you know how to manage others and work at a higher level in the organization, but trust me when I say there’s plenty more to learn.
New Job, Same Preparation
That’s not to say that everything you learned in your last role is now obsolete. On the contrary, we can supplement that expertise with newfound and complementary knowledge and once again prepare to excel in our new role. The good news is that you already know how to do this – just take the same approach that landed you the promotion.
Dive Into Your New Role
In much the same way you seized your prior technical role and sought out every bit of information you could in your area of expertise, you can and should do the exact same thing in your new role. How?
- Seek out podcasts on how to manage a technical team. I like Manager Tools series of podcasts.
- Look for blogs that are dedicated to effective management.
- Attend a non-technical conference. Once again I hear good things about the Manager Tools conferences.
- Read books on effective communications and leadership. There are classics like anything from Peter Drucker and Dale Carnagie’s How To Win Friends and Influence People as well as more contemporary books like Good to Great.
- Join associations.
Expand Your Horizon
In your prior role, you may have found it valuable to learn some ancillary technologies to help you do your job better. The same is also true for your new role.
- Get involved with ToastMasters International.
- Read books about making presentations. Presenting to Win describes how to create an engaging presentation.
- Learn more about negotiations tactics.
- Look for opportunities to improve your budgeting and financial skills.
You Can’t Improve What You Don’t Measure
As a database or network professional, you may have found that capturing statistics and benchmarking data paid off in many ways. Metrics help determine when things are begining to depart from the norm. They can be used to help predict when upgrades will be needed. And they can be used to identify where the problem really is, and more importantly where it isn’t.
Metrics can be used in your new role, too. Capturing metrics can help you to justify new expenditures, identify gaps in your current levels and processes, and benchmark your areas of responsibility. Remember the adage: you cannot improve what you don’t measure.
Show Me The Money
Redundancy, high availability, and up-time are all good concepts and even measurements in some cases for technical people. We can see how they naturally help us to achieve our goals. However, oftentimes those concepts are a bit too abstract for other people, particularly those who may hold the pursestrings. In those cases, putting the concept or technology into financial terms often helps. For example the cost of a High Availability solution may be $200,000. That sounds expensive until you realize that the cost of being down for just one day is $500,000. In that case, $200,000 maybe well worth the investment depending on the probability of an outage.
The same tactics can be employed in your new role. Learn to associate your projects and requests with financial measures. Calculate the Return On Investment. The practice will help you to better understand the real need (or lack of real need). And it’ll help form a good basis for your request to your boss.
Although I couldn’t find a reference for it, I believe it was Tom Peters that once quipped “Nothing begets failure like success.” I believe he meant that once a company was successful at one endeavor, it was in danger of always trying to repeat that success and thus stifling true innovation.
As individuals, we are susceptible to that as well. If we, in our new job, continue doing the exact same set of tasks that made us successful in our prior role, we will doom ourselves to failure. However, we can employ the same fervor, the same passion, and the same tactics that lead to our prior success in our new roles and seize the day.
Filed under: Business, Consulting, Management, Productivity, Professional Development, Promotion, SQLServerPedia Syndication