This document outlines Todd DeLuca's presentation on becoming a new manager. It provides a 3-step plan for getting prepared, setting your course, and getting started as a new manager. The presentation covers questions to ask yourself, things to look for in your environment, and actions you can take like demonstrating capability, collaborating with others, and assuming more responsibility. It also discusses adjustments to expectations once becoming a manager, like being responsible for a team's performance and following company policies.

1. BECOMING A NEW MANAGER
Todd DeLuca
2015 #TechCommTodd
#spectrum15

2. Presentation Outline
• Why are we here?
• Before We Start
• 3 Step Plan
• Get Prepared
• Set Your Course
• Get Started
• What Now?
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3. About the Presenter
• Master’s Degree in Tech Comm
• Technical Communicator for 15 Years
(Software Development)
• Manage team of Tech Writers
• Active STC Volunteer
• Conference Speaker
• Past Chapter President (Philadelphia Metro)
• Before I Became a Manager
• Senior Technical Writer (12 years experience)
• Lone Writer (Did not work on a team – Not a supervisor)
• No Technical Communication team (new department)
• No manager position (new position)
• Worked remotely (primarily from home)
• New boss (< 6 months) – met only once

4. Why are we here?
Quick Poll
• What are you looking for in this talk?
• Ideas? Pointers?
• New manager advice?
• Audience Analysis
• Any managers or supervisors here?
• Any former managers?
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5. Before We Start
Leadership is a journey
…not a destination
This talk applies to anybody interested in
advancing to the next level, even if being
a manager isn’t right for you (now).

6. Step 1 – Getting Prepared
•Analyze Yourself
•Ask Questions
Goal: Understand why you want to
advance and determine how ready or close
you are to making the next step.
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7. Questions To Ask Yourself
• Why do you want to be a manager?
• What kind of leader are you?
• Are you more a supervisor or manager?
• Do you still expect or want to ‘work’ and be a writer?
• What’s your motivation?
• Money
• Responsibility
• Respect or authority
• What are your expectations?
• Will you make a difference
• Are you prepared to not do your current job?
• Do you want to work for the same company/group?

8. Questions Others May Ask
Experience
• Why should we select you?
• What experience do you have?
• Have you led before?
People Skills
• Who will do your current job if you’re promoted?
• Is there documentation to train others?
• Are there any solid candidates to succeed you?
• How well do you get along with others?
• Both team members and leadership
• Are you compatible with company culture?

9. Questions Others May Ask
Other Characteristics
• Are you trustworthy?
• Are you enthusiastic?
• Are you known?
• Are you respected by your peers?
Succession Planning
• Who will do your current job if you’re promoted?
• Is there documentation to train others?
• Are there any solid candidates to succeed you?

10. Step 2 – Setting Your Course
•Review the Landscape
•Look at Your Surroundings
•Analyze the Situation
•Look for Support
Goal: Know your chances and where to find
the next opportunity.
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11. Things to Look For
Examine Your Surrounding
• What’s the ‘next’ level in your group?
• Supervisory or team lead position?
• Are there any openings?
Check the Competition
• How entrenched is current manager?
• Have they been doing job a long time?
• Are they moving? Upward or onward?
• Is there competition?
• Others in your group or might be potential candidates

12. Things to Look For
Identify Support
• Are there allies in your area?
• People who can vouch for you or provide reference
• Is there somebody who might be a mentor?
• Great chance to learn and open doors
• Locate an inside track

13. Things to Look For
Analyze Your Environment
• Is your company the right fit?
• Do you want to work with the other managers? (imagine them as
colleagues, not ‘them’)
• Do you like working for the company?
• Do you enjoy the company culture?
• Is the company growing? (how will slots open up)
• Maybe your best chance or opportunity is elsewhere

14. Step 3 – Getting Started
•Map a Plan
•Chart a Course
Goal: Perform concrete actions and
activities to be ready to strike when the
opportunity comes.
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15. What Did I Do?
• Shared my experience and accomplishments
• Offered ideas and solutions (also provided feedback)
• Worked as a ‘Department of One’
• Managed myself and took initiative (didn’t need supervision)
• Kept busy and expanded role and expectations
• Documented my work and activities (kept manager informed)
• Did work outside of usual boundaries
• Collaborated with other teams
• Maintained standards (wrote handbook and style guide)
• Shared my accomplishments (self promoted)
• Expressed enthusiasm and desire to improve and change

16. What Can You Do?
• Demonstrate capability
• Perform your job and more (volunteer)
• Set yourself apart – put in extra effort, work smart, make
improvements, offer helpful ideas
• Act like a leader (be confident, but back it up)
• Collaborate with others
• Ask for more responsibility
• Express a desire to advance
• Share your relevant experiences
• Put yourself out there (make a name for yourself)

17. Course Summary
• Document Your Experience (Take Inventory)
• Talk to Others (Share Your Plan)
• Assume More Responsibility (Hit the Road)
• Remove Barriers (Manage Obstacles)
• Build Alliances (Gather Support)
• Find a Mentor (Get Guidance and Referrals)
You don’t know when something will open up or
come along (unpredictable).
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18. Now That You’re a Manager
• First Things First (The Basics – Learn the Ropes)
• Research, read, study
• Go Slow (Tread Lightly)
• Learn the ropes (HR systems and rules, timekeeping, reporting, …)
• Know your responsibilities (stuff you have to do)
• Get to Know Your Team
• Engage, show interest
• Ask questions (get suggestions, find motivation, …)
• Find Your Style (Be Yourself)
• Let Things Go & Change Gradually
• Do Less Yourself – Delegate and Trust Your Team
• Find out what’s working and what’s not

19. Gut Check
Being a manager is different, but how?
• Responsible for others (work, behavior, and effort)
• Evaluated by team performance (not individual work)
• Not an individual contributor (most of the time)
• Multiple roles (director, educator, discipliner, coach, play caller,
cheerleader, referee, judge, and …. decision maker)
• Follow company policy and implement others’ directives
• You are the last word for the team
(successes and failures end with you)
The Buck Stops with You!

20. Set Your Own Course
• Everyone’s Path is Different
• Some Routes are Shorter
• Some Trips Take Longer
• Journey is influenced by landscape and conditions
• Some roads are bumpier than others
• Expect detours and unexpected changes
Your Mileage Will Vary – Happy Travels!
Management is not for everybody and there aren’t many opportunities.
Self-employment or contracting might be a better option or fit.

21. Thank You
Contact Info
Twitter: @TechCommTodd
Email: TechCommTodd@gmail.com
Help Spread the Word
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