Invisible management, visible results: a personal story

What does it take to be a manager? In practical, day‐to‐day terms, most people with that title do not really know. Many are lifted from the ranks of technical workers, told they are managers, perhaps even given some objectives, and left on their own. This article suggests that a manager performs best like an invisible umbrella, sheltering those who do the work from the storms above and providing the best possible environment for them to get the job done. The author offers ten pointers on how technical people can grow into managers.