What is the most common mistake made by new technical managers? I recently read an article saying the #1 mistake was not focusing on relationships. Relationships are important. The first mistake I often see is more fundamental.

It’s a familiar story, you are a strong technical performer and you are asked to take on a leadership role. Sometimes that role is a formal title change. Technical leadership also happens in many roles that aren’t management. You are flattered that your work has garnered attention of people in charge. And you make your first mistake.

If you are extremely lucky, you have a boss that talks to you about the new role and expectations. So many times this is not the case. A software developer is promoted to become a manager, and nobody shares the new expectations (or gives you a handbook on how to manage). In any new role, you must ask yourself “what am I being measured by?” As a manager, it is no longer about you.

The job of a leader is not about delivering the results you have been delivering. In a backwards way, new managers have been promoted often because they are good at their last jobs. As you move into any leadership role, your first task is to understand what that role entails. If you are a manager, you are measured by the results of your team *not* the work you do alone.

Establish that your job as a technical leader is to get the best results from your team. From there you can start working on the relationships with the individuals on your team. I have seen leaders that never make the shift that their role is no longer about the code they can write. I remember myself feeling that I was struggling to get “real work” done in between the meetings and needs of my staff. I changed my expectations that my job *was* to develop the best from my staff.

You have experienced technical leadership in an informal capacity. You may have helped others as a technical lead or architect while also doing your own technical work. Recognize the shift when you take on a role entirely dedicated to technical leadership. It is natural to be uncomfortable and let go of work you did in your previous role.

It isn’t enough to say “yes” to the new responsibility, you also begin saying “no” to doing the work you should no longer do. When you continue to perform the work from a previous role, you handicap yourself and take time away from your current responsibilities.

In many cases it isn’t saying “no” but rather developing your team whose job it is to do the work. Find opportunities to coach and delegate, and create a team of people capable of performing as well as you once did. The results of your team become the results of your management.

The first mistake I see new technical managers make is not realizing the measure of success has changed. We are no longer taking on more and more complicated software challenges. We are tackling a completely different type of role. Shift your work to meet the needs of your new role.