From Individual Contributor to Manager

My experience about the transition from individual contributor to manager.

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Tiempo de lectura 3 minutos


Since 2008 I have been playing my career mostly as a an individual contributor, something I do not regret in any way, and that role belongs to a period focused on improving technical skills based on experimentation, deep study and failures.

As an IC I have had awesome mentors and team leads, who did all their efforts to build a safe environment for failures, which I think it is the key for enhancing and boosting your self confidence when you are designing and developing solutions to given problems. We could speak out and deeply about other factors that allow such environment (CI/CD, automations, etc), but it is out of scope for this post.

I was asked to change my role from IC to Manager two years ago for a different project, and all I could say in the following months was that I had played in better places. A few keys I struggled with at the beginning:

On top of that, I had to be in charge of management tasks I had never done...very interesting scenario, isn't it?


Two years later: I have never played in a better place

My world is different right now, I love my colleagues, they are very committed to the project, and as a result we have a high mature and productive environment.

How did we solve the hot parts ?


Since I started this new role, I may claim right now that being IC means that there is another person who:

That is a small list of things a Lead role must be in charge of and they can not be avoided, so there is always a need to have someone in charge of those errands.

The question here is: do you want to try? Give it a chance, do not worry if you think that you are not ready right now, because you will never be.


I am just a lucky guy who learned the pits and falls of a migration process from a non-desirable environment to a high productive and motivating one.

A good team is built with good professionals, not necessary ninjas, gurus or unicorns on specific topics, so whenever I interview someone I need to check if he or she fits our team values first, instead of tech skills or certifications.

Remember that technical skills are far easier to learn that people management, which can not ever be mastered.

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