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Navigating the Shift: From Hands-On to Hands-Off Leadership in Data Management Roles



I have found out that while there is lots of information about how to secure your first data job or the transition to team leading, there isn’t much about moving into managing managers and leading a group/department, so I thought to put my beliefs to the open so there will be more of it.


The things no one tells you when you climb up the data org ladder, #1 - you need to be more HO, but in this case, Hands Off!

Congrats on the new role 🎉

As someone who has spent ~7 years leading data analytics, science, and engineering teams, I've recently undergone a significant transition in my career. Today, I want to share my insights and experiences on navigating the shift from being a hands-on data team leader to managing data managers. This journey presented unique challenges and valuable lessons that I believe will resonate with many of you.

There are lots of things that get changed in this transition. If you once knew how to fine-tune your team, estimate efforts, and plan sprints and projects to deliver >95% of the scope, it changes when skipping a level.

I thought about most of the essential insights regarding the transition, and there are a few, but here are the main ones:

Embracing Delegation

One of the first hurdles I encountered was learning to let go of the reins and embrace delegation. As a data team leader, I thrived on rolling up my sleeves and diving into complex data challenges. However, transitioning to a management role meant trusting my capable data managers to handle these tasks. I quickly realized that effective delegation requires clear communication, setting expectations, and providing continuous support to ensure success. It's about empowering our managers to lead their teams confidently.


Building Trust and Empathy

I recognized the importance of building trust and empathy in managing data managers. Our managers are the bridge between the top management and the data teams, and they need support just as much as they need to support their teams. Being approachable and understanding the challenges they face fosters an environment of open communication and collaboration. Together, we can find solutions to problems and drive the team toward excellence.


Balancing Involvement and Empowerment

Striking the right balance between involvement and empowerment is crucial when transitioning to managing data managers. While jumping in and tackling issues directly is tempting, doing so might undermine our managers' authority. Instead, I discovered the power of coaching and guiding them toward solutions, encouraging autonomy, and stepping in only when needed. It's about enabling our managers to make informed decisions while providing guidance and mentorship when required.


As I transitioned from a hands-on data team leader to managing data managers, embracing delegation became a significant hurdle. Trusting my capable managers to handle complex tasks required clear communication, setting expectations, and providing continuous support to empower them. Moreover, building trust and empathy within the team, recognizing their importance as the bridge between top management and data teams, fostered an open and collaborative environment where solutions were found together. Striking the right balance between involvement and empowerment was crucial, as coaching and guiding managers while encouraging autonomy enabled them to make informed decisions confidently.




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