Are you a manager? Why?
![Image](https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiRuDev5Iw7cmBlcts2HaLf78IpXFHr4nyHJOW3om7mZORpKCFHo1E-D3sM1TkW6ES6ralZkUiVrOLNEmuPpCIVegICWHcgtIi3B-6iiOFvGdp5q4-6hiSRVWyA-244EHW2__iWcZlf0ZYn9VvdUYepiNf-UjHIE2UUC0LLZOx-ID01K1Xg1KaMWmCk/w596-h195/meme.png)
In season 1 of the EITF project, we asked our experts what the transition from an IC (Individual Contributor) to a manager looks like. Here’s our general idea of where management stands today. If you look back to ten years ago, managers were mostly people who were promoted from within, and were uniformly excellent performers. Once promoted, they were expected to act as technical leadership for the team. Today, the definition of management has evolved quite a bit. Our experts from season 1 say that you can be a technical leader, but that doesn’t automatically make you a manager. Management requires a whole different set of skills. To begin with, a notable change in function from IC to manager is that up to 80% of a manager’s day will be hands-off. Delegation is an art for managers. Management today involves learning all the methodologies and tools required - most technical teams use Agile and Zoom and Teams meetings to keep up with offshore teams. It also involves a lot of communicati