Why do great technicians sometimes fail as managers

Presented by Amindus Consulting and Solutions

Technicians often excel in their technical roles, mastering complex systems and solving problems with precision. Yet, when promoted to management positions, many face unexpected difficulties. The shift from hands-on technical work to leading teams and managing projects can be challenging.

This post explores why technicians become bad managers, the common obstacles they encounter, and practical strategies to develop strong management skills.

Technician facing challenges transitioning to management

Challenges in Moving from Technical Work to Leadership

Technicians build their careers on deep technical knowledge and problem-solving skills. When they move into management, the focus shifts from individual tasks to guiding others. This transition is often difficult because:

• Different skill sets are required. Technical roles rely on expertise and precision, while management demands leadership, communication, and decision-making.

  
  

• Loss of hands-on work can feel frustrating. Many technicians enjoy direct involvement with technology and may struggle to delegate or step back.

  
  

• Expectations change. Managers must balance team needs, project goals, and organizational priorities, which can feel overwhelming.

For example, a skilled network engineer promoted to team lead might find it hard to stop fixing technical issues personally and start coaching team members instead. This shift requires patience and a new mindset.

The Importance of Communication and Interpersonal Skills

One reason technicians become bad managers is a lack of focus on communication. Technical experts often communicate in precise, detail-heavy ways that don’t always translate well to leadership. Effective managers must:

• Listen actively to team members’ concerns and ideas.

• Explain goals and expectations clearly without jargon.

• Resolve conflicts with empathy and fairness.

• Motivate and inspire diverse personalities.

Consider a technician who excels at troubleshooting but struggles to give constructive feedback. Without clear communication, team performance and morale can suffer. Developing interpersonal skills helps managers build trust and foster collaboration.

Balancing Technical Expertise with Managerial Duties

Technicians often feel pressure to maintain their technical edge even after becoming managers. This can lead to:

• Micromanaging technical tasks instead of empowering the team.

• Neglecting administrative responsibilities like planning and reporting.

• Burnout from trying to do both roles simultaneously.

A practical example is a software developer turned project manager who spends too much time coding and not enough on coordinating schedules or managing client expectations. This imbalance reduces overall effectiveness.

To succeed, managers must learn to delegate technical work and focus on leadership priorities. Staying updated on technology is valuable but should not overshadow management duties.

Desk showing balance between technical and management resources

Strategies for Developing Effective Management Skills

Technicians can improve their management abilities by adopting specific strategies:

• Seek formal training. Courses in leadership, communication, and project management provide essential tools.

  
  

• Find mentors. Experienced managers can offer guidance and feedback.

  
  

• Practice delegation. Assign technical tasks to team members and focus on coaching.

  
  

• Develop emotional intelligence. Understanding and managing emotions improves team dynamics.

  
  

• Set clear goals and expectations. Use measurable objectives to track progress.

  
  

• Encourage open communication. Create a safe environment for feedback and ideas.

For instance, a maintenance technician promoted to supervisor might attend workshops on conflict resolution and time management, then apply those skills by holding regular team meetings and one-on-one check-ins.

Real-Life Examples of Technicians Who Improved as Managers

• Case 1: An electrical technician struggled with team communication after promotion. By enrolling in a leadership program and practicing active listening, they improved team engagement and project outcomes.

  
  

• Case 2: A mechanical engineer who micromanaged technical tasks learned to delegate after coaching sessions. This freed time for strategic planning and improved team productivity.

  
  

• Case 3: A software technician with limited people skills joined a peer support group for new managers. Sharing experiences helped build confidence and interpersonal skills.

These examples show that with effort and support, technicians can overcome common pitfalls and become effective leaders.

Technician successfully managing a team discussion