How does a developer learn to be a IT manager?

Question

## BackgroundI'm from a "fullstack" software development (React/Vue/Node.js/Python/Go and friends).For the past few years I've been working in startups. I co-founded my own four years ago but we ran out of cash about a year ago. Burnt out, I took a job offer from a previous client, which is a medium-sized manufacturing company of about 500 people, to create an "digital transformation" department (parallel to an "IT" team). We have mostly developing software to automate things and providing technical advice here and there.I suppose because the company thought I did a good job and the original "IT" team didn't, they're merging my team and the "IT" team and put me in charge &ndash; of all the team and the responsibilities.Suddenly, in addition to software development, I'll need to worry about the "IT" decisions: which computers to buy for the colleagues; lease or buy the printers; physical server or cloud; introducing a "MES" to improve factory efficiency; compliances regarding personal information etc.## The questionMy questions is, how does a developer become good at the "IT" things? I understand the need to communicate and understand the business model, etc. But I don't know how to make good decisions and more importantly, how to gather information that support my decision. I have an intuition about how to simplify a function, but no idea about formulating a BYOD policy.So, how do I become a good IT manager? Which books should I read? Which blogs should I subscribe to? What can I do to ensure that I'll do a good job? A speech that'll give me a useful framework to understand my job?

bityard · Accepted Answer

This was posted a while ago but I just stumbled across it. I've never been in your position, but if I were, I would focus less on the "IT" things and more on the "management" things. If you have a group of people that report to you, understand that they are the ones getting the Actual Work done. Depending on the team dynamic and company culture, they may or may not need much actual leadership. But they for sure need you to remove roadblocks for them, provide the resources they need to get daily work done, and shield them from all the inessential bullshit coming from other parts of the company.
When you don't know how to make technical decisions, get the team involved! They have a big stake in this after all, and probably field experience as well. Just ask, "hey, we need printers and I know fuck-all about printers, what factors do we need to consider?" The final decision rests on you of course, but between them and the vendor, it should not be terribly hard (just time-consuming) to pick the least of the evils.
When making a big IT purchase, always call up vendors and get multiple quotes. (And _tell them_ you're getting multiple quotes.) Talking with salescritters for a whole afternoon leaves you feeling like you need a long shower but you get used to it with experience.
Understand that you will make mistakes and always apologize profusely for them while framing them as a learning experience.
Probably most importantly, let YOUR manager and team know that you have blind spots, and either ask for help, or let them know how you plan to address them. That way, you are all on the same page as far as expectations go. Who knows, someone might have a buddy at another similar company nearby that can do some light mentoring. Never try to cover up what you don't know, NOBODY will be on your side if they think you are trying to bullshit them.

chiefalchemist · Answer

A book that is often recommended is, "The Manager's Path" by Camille Fourner (O'Reilly). It's more of a career path reference guide than a cover-to-cover read.
https://www.amazon.com/Managers-Path-Leaders-Navigating-Grow...
For a more universal perspective on leadership (and management) John Maxwell is solid. Easy to read practical advice in a "I knew that but this is a good reminder" sort of way.
Given your founder background you might also appreciate "The Advantage" by Patrick Lencioni. It's more C Level, but much of can apply to a team (e.g., the importance of trust, a feeling of purpose, etc.)
https://www.amazon.com/Advantage-Patrick-Lencioni/dp/8126537...
There are others. This topic or similar comes up from time to time on HN. I'd try the search. It's in the footer if you've never noticed.