Awans to ekscytuj\u0105ca sprawa. Niezale\u017cnie od tego, czy jeste\u015b programist\u0105, kt\u00f3ry w\u0142a\u015bnie wchodzi w pierwsz\u0105 rol\u0119 lidersk\u0105, czy menad\u017cerem, kt\u00f3ry celuje w stanowisko dyrektorskie \u2014 droga do wy\u017cszego poziomu w ICT jest pe\u0142na szans\u2026 i min.<\/p>\n
So how do you get ready for the next level without burning out or losing your grip on what made you successful in the first place? How do you grow into new expectations, build real leadership presence, and actually help your teams \u2014 all without becoming that<\/em> manager?<\/p>\n Let\u2019s walk through three common transitions in the ICT world, the challenges that come with them, and how to navigate each using one of my favorite leadership books of all time \u2014 Patrick Lencioni\u2019s \u201cThe Five Dysfunctions of a Team.\u201d<\/strong><\/p>\n I\u2019ve used this book for years to shape organizational design, culture, and leadership habits. It\u2019s not just theory \u2014 it\u2019s a practical lens through which you can understand your place in the hierarchy, and more importantly, your responsibilities to the team you belong to<\/em>, not just the one you lead.<\/p>\n The First Promotion: From Developer to Team Leader<\/strong><\/p>\n Moment, w kt\u00f3rym przestajesz tylko kodowa\u0107, a zaczynasz prowadzi\u0107 ludzi, to pot\u0119\u017cna zmiana.<\/p>\n Od teraz nie jeste\u015b oceniany za pi\u0119kno swojego kodu ani liczb\u0119 zamkni\u0119tych ticket\u00f3w. Liczy si\u0119 to, jak dzia\u0142a ca\u0142y zesp\u00f3\u0142.<\/p>\n What Changes:<\/strong><\/p>\n \u2022 Your primary team<\/strong> changes. You\u2019re no longer just part of the delivery team \u2014 you now belong to the team of team leaders<\/em>.<\/p>\n \u2022 Twoi nowi \u201ekoledzy z zespo\u0142u\u201d to nie programi\u015bci, lecz inni liderzy, kt\u00f3rzy r\u00f3wnie\u017c mierz\u0105 si\u0119 z planami, wydajno\u015bci\u0105 i nastrojami zespo\u0142\u00f3w.<\/p>\n \u2022 You\u2019re now accountable upwards<\/em> \u2014 your manager expects you to lead your team, not just echo their voices.<\/p>\n Common Pitfalls:<\/strong><\/p>\n \u2022 Not letting go of the keyboard.<\/strong> It\u2019s hard to stop coding and start coaching. But if you don\u2019t create space for your team to shine, they\u2019ll never grow \u2014 and you\u2019ll burn out.<\/p>\n \u2022 Trying to be everyone\u2019s buddy.<\/strong> You might still feel emotionally tied to the dev team. That\u2019s natural. But if you fail to reset the relationship, especially in terms of accountability, you\u2019ll confuse everyone.<\/p>\n The Second Jump: From Team Leader to Manager<\/strong><\/p>\n This leap is more subtle \u2014 and more dangerous. The expectations shift again. You\u2019re no longer managing tasks<\/em> \u2014 now you manage people who manage tasks<\/em>. Strategy, planning, hiring, performance management\u2026 they\u2019re all on you.<\/p>\n What Changes:<\/strong><\/p>\n \u2022 Your new team is not your former engineers \u2014 it\u2019s now the team of leaders you support<\/strong>.<\/p>\n \u2022 You become part of the management team<\/strong> \u2014 the group that shapes departmental priorities, not just team execution.<\/p>\n \u2022 You must start looking outside<\/em> your scope \u2014 thinking cross-functionally.<\/p>\n Challenges You\u2019ll Face:<\/strong><\/p>\n \u2022 Struggling to zoom out.<\/strong> You\u2019ve got to stop solving only the problems of \u201cyour\u201d area and start thinking about how everything connects.<\/p>\n \u2022 Hanging onto operational detail.<\/strong> If you\u2019re still micromanaging JIRA boards, you\u2019re not leading \u2014 you\u2019re stuck.<\/p>\n \u2022 Avoiding tough conversations.<\/strong> At this level, you don\u2019t just need feedback loops \u2014 you need to build a culture of candor. Trust and conflict (healthy conflict!) become non-negotiable.<\/p>\n The Final Stretch (or So You Think): From Line Manager to Senior Leader \/ Director \/ CTO<\/strong><\/p>\n Tu robi si\u0119 naprawd\u0119 powa\u017cnie. Teraz oczekuje si\u0119, \u017ce my\u015blisz jak w\u0142a\u015bciciel<\/strong>. Nie tylko optymalizujesz sw\u00f3j dzia\u0142 \u2014 masz chroni\u0107 i rozwija\u0107 warto\u015b\u0107 ca\u0142ej firmy.<\/p>\n What Changes:<\/strong><\/p>\n \u2022 Your primary team<\/strong> is now the executive or leadership team. The team you manage is secondary \u2014 and this is a mental shift many never make.<\/p>\n \u2022 Twoje decyzje maj\u0105 konsekwencje daleko poza twoim dzia\u0142em.<\/p>\n \u2022 The focus shifts from execution<\/em> to enablement, direction, and long-term impact<\/em>.<\/p>\n Mental Traps:<\/strong><\/p>\n \u2022 Sticking to tribal thinking.<\/strong> If you\u2019re still fighting only for your team\u2019s resources or arguing just from your vertical\u2019s POV, you\u2019re not operating as a leader of the company.<\/p>\n \u2022 Expecting others to spell out your responsibilities.<\/strong> At this level, initiative<\/strong> defines your value.<\/p>\n The Two Teams: Belonging vs. Leading<\/strong><\/p>\n Oto zasada, do kt\u00f3rej stale wracam \u2014 i kt\u00f3ra zmienia spos\u00f3b dzia\u0142ania:<\/p>\n You belong to one team. You lead another.<\/strong><\/p>\n If you\u2019re a developer, you belong<\/em> to the delivery team. If you\u2019re a team lead, you belong<\/em> to the team of leads. If you\u2019re a manager, you belong to the management team \u2014 not just the crew you oversee. This is your first team<\/strong>.<\/p>\n Your second team<\/strong> is the one you lead \u2014 your direct reports. But your loyalty, alignment, and responsibility first and foremost lie with your first team.<\/p>\n Je\u015bli jeste\u015b menad\u017cerem \u2014 nale\u017cysz do zespo\u0142u menad\u017cerskiego.<\/p>\n Lencioni\u2019s framework explains this brilliantly. If the leadership team (your first team) lacks trust, fears conflict, avoids commitment, ducks accountability, or is unclear on results \u2014 the dysfunctions will cascade down<\/em> the org like a virus.<\/p>\n Why Promotions Break People<\/strong><\/p>\n Lencioni opisa\u0142 to perfekcyjnie. Brak zaufania, l\u0119k przed konfliktem, brak zaanga\u017cowania, unikanie odpowiedzialno\u015bci, niejasno\u015b\u0107 co do wynik\u00f3w \u2014 to wszystko zaczyna si\u0119 na g\u00f3rze i sp\u0142ywa w d\u00f3\u0142.<\/p>\n Dlaczego awanse \u201e\u0142amia ludzi\u201d<\/strong><\/p>\n Nazwijmy rzeczy po imieniu:<\/p>\n \u2022 Tracisz swoj\u0105 star\u0105 \u201epaczk\u0119\u201d.<\/p>\n \u2022 Nie masz jeszcze nowej.<\/p>\n \u2022 Failing to mentally leave the old role.<\/strong> Still behaving like a developer when you\u2019re a lead? Like a lead when you\u2019re a manager? That creates confusion.<\/p>\n \u2022 Focusing too narrowly.<\/strong> You\u2019re still championing just your team, unaware of the bigger strategic picture. But leadership means seeing across \u2014 not just down.<\/p>\n \u2022 Over-delegating or under-delegating.<\/strong> You either fear letting go or you dump too much without support.<\/p>\n The key is resetting expectations<\/strong> \u2014 both yours and others\u2019. Understand what level of autonomy is now expected. And own it.<\/p>\n A Lesson From General Klisz<\/strong><\/p>\n Kluczem jest reset oczekiwa\u0144<\/strong> \u2014 swoich i otoczenia. Zrozum zakres nowej autonomii. I we\u017a odpowiedzialno\u015b\u0107<\/strong>.<\/p>\n Lekcja od genera\u0142a Klisza<\/strong><\/p>\n Podczas jednego ze spotka\u0144 zapyta\u0142em genera\u0142a Klisza, czy w wojsku istnieje feedback i czy \u017co\u0142nierze mog\u0105 przychodzi\u0107 z tematami do swoich prze\u0142o\u017conych, a nawet do niego.<\/p>\n It\u2019s a reminder that the higher we go, the more we must self-filter<\/strong>. We have to think like our boss, and our boss\u2019s boss. Anticipate what matters at that level. Don\u2019t show up with noise \u2014 show up with value.<\/p>\n Final Thought: Don\u2019t Let Them Down<\/strong><\/p>\n Promotions aren\u2019t just rewards. They\u2019re transfers of trust<\/strong>.<\/p>\n Someone saw your potential. They believed you were ready. They gave you the privilege of relieving them<\/strong> of work they used to carry.<\/p>\n Awans to nie tylko nagroda. To transfer zaufania<\/strong>.<\/p>\n Kto\u015b zobaczy\u0142 w tobie potencja\u0142. Kto\u015b uwierzy\u0142, \u017ce jeste\u015b gotowy. Chce ci odda\u0107 cz\u0119\u015b\u0107 swojej pracy i odpowiedzialno\u015bci.<\/p>\n Wi\u0119c nie zawied\u017a.<\/p>\n Recommended Read:<\/strong><\/p>\n The Five Dysfunctions of a Team<\/em> by Patrick Lencioni \u2014 one of my foundational books for understanding how real teams work (and fail). Required reading if you\u2019re building anything beyond just a team of doers.<\/p>","protected":false},"excerpt":{"rendered":" Awans to ekscytuj\u0105ca sprawa. Niezale\u017cnie od tego, czy jeste\u015b programist\u0105, kt\u00f3ry w\u0142a\u015bnie wchodzi w pierwsz\u0105 rol\u0119 lidersk\u0105, czy menad\u017cerem, kt\u00f3ry celuje w stanowisko dyrektorskie \u2014 droga do wy\u017cszego poziomu w ICT jest pe\u0142na szans\u2026 i min.<\/p>","protected":false},"author":7,"featured_media":50010,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[45],"tags":[],"class_list":["post-376","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-people-management"],"blocksy_meta":[],"acf":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/posts\/376","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/users\/7"}],"replies":[{"embeddable":true,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/comments?post=376"}],"version-history":[{"count":1,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/posts\/376\/revisions"}],"predecessor-version":[{"id":50052,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/posts\/376\/revisions\/50052"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/media\/50010"}],"wp:attachment":[{"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/media?parent=376"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/categories?post=376"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/managershaven.com\/pl\/wp-json\/wp\/v2\/tags?post=376"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}