The Difference Between ICs and Managers

Most people struggle when making the jump from IC to manager.

We get in our own way.

We don't want to let go of our technical skills, put our focus on team success, juggle new leadership responsibilities, or embody the player-coach role.

We suffer because we fail to accept and internalize one truth:

The goal of the IC is not the same as the goal of the manager.

Your transition into management will be successful if you understand the difference.

The Individual Contributor's goal

The key is in the title: Individual Contributor.

The IC's goal:

Solve problems with technology.

ICs are focused on the task at hand. Most of their work is isolated to what they can produce and the problems they can solve.

They will work with other people and may tackle large projects as they gain experience, but their primary goal remains the same.

They are responsible for producing something tangible, themselves.

The Manager's goal

When you become a manager, your goal changes:

Solve problems with people.

One person can't do all the work, so managers must solve problems through the people on their team. Sometimes the manager will solve problems themselves, but that should be the exception, not the rule.

Each team member has different skills, experiences, interests, and specialties.

Managers use this to their advantage and pairs problems with the people that are best suited to solve them. The result is the team member is challenged, takes ownership, and builds experience. The manager gets time to work on other higher-level tasks.

Managers have a clear goal but fail when they get it twisted.

The trap

Managers will fail if they:

Get promoted and continue to solve problems with technology.

You take the promotion to manager, the better title, the higher pay, the increased authority, but you still operate like an IC.

You solve problems they way you have in the past and neglect your new responsibilities.

This works for a while, until it doesn't.

Don't fall into this trap.

When you accept the promotion, accept the new goal.

Implementation

The earlier you shift your mindset to solving problems with people vs technology, the earlier you will be ready to become an effective manager.

For ICs

Start thinking about solving problems with people before you get promoted. When new problems arise, ask yourself:

"If I were going to solve this problem with people, how would I do it?"

Once you have an answer, influence your manager to adopt your recommendation.

If they reject, understand why.

Do this enough and you'll develop the manager's mindset.

For managers

Managers constantly get pulled back into solving problems themselves instead of having their team solve them, so it's important for managers to revisit this question:

"What am I personally working on that I can delegate to a team member?"

Or,

"How can I solve these problems with the competencies that my team members have right now?"

Managers face these decisions weekly, maybe even daily. Make these decisions with intention and problems get solved more effectively.

Regardless of where you are on your path, know your position and know your goal.

Then execute.