Balancing People and Business: My Journey in Team Management

I never set out to be a manager. In fact, it was the farthest thing from my mind when I started my career. But as I grew into my role as a senior developer, I found joy in helping my peers. Supporting them, guiding them to find solutions, and watching them grow brought me a sense of fulfillment I hadn't expected. It was these experiences that subtly paved the way for where I am now—managing a team.

The Joy of Helping Others

One of the most rewarding aspects of management, for me, has been helping others succeed. There’s something uniquely satisfying about seeing someone I’ve mentored or supported achieve a breakthrough or grow into their potential. It’s not about taking credit—it’s about knowing I played a small part in their success.

When I first started assisting peers as a senior developer, I focused on solving technical problems and sharing knowledge. Over time, I realized that the most impactful help often wasn’t technical at all. Sometimes, it was about listening, offering encouragement, or helping someone see their own strengths.

The Challenges of Balancing Priorities

Now, as a manager, I face a more complex challenge: balancing the needs of my team with the demands of the business. It’s not always easy. Business goals are important—they drive our work and keep us moving forward—but so are the people doing that work.

Every day, I try to find the balance. How can I ensure the team is meeting its goals while also feeling supported and valued? It’s a delicate act, and I don’t always get it right. But I believe the key lies in staying open and adaptable.

Listening and Learning

One of the most important lessons I’ve learned is the value of feedback. My own processes and instincts are only part of the equation. To truly support my team, I need to understand their perspectives. I make it a point to gather continuous feedback—not just in formal reviews but through everyday conversations.

Feedback isn’t always easy to hear, especially when it highlights areas for improvement. But I’ve come to view it as a gift. It’s a chance to grow, to adjust my approach, and to build stronger connections with the people I manage.

The Road to Being a Great Manager

I’ll be the first to admit that I still have a long way to go to become the manager I aspire to be. But I’m okay with that. Management, like any other skill, is a journey of constant learning and growth. The key is to keep moving forward, even when the path isn’t entirely clear.

I find inspiration in the small wins: a team member achieving a goal, a difficult situation resolved through collaboration, or a simple “thank you” from someone I’ve helped. These moments remind me why I do what I do and keep me motivated to improve.

Supporting People, Supporting Progress

At its core, management is about people. It’s about understanding what drives them, what challenges them, and what helps them thrive. It’s about creating an environment where they can do their best work while feeling valued and supported.

I’m far from perfect, but I know this: I care deeply about the people I work with. Whether it’s helping them solve a problem, offering guidance, or just being there to listen, I’m committed to supporting them in whatever way I can.

A Work in Progress

As I reflect on my journey, I realize that the aspects of management I enjoy most—helping people grow, supporting my team, and finding solutions together—are the same things that brought me joy as a senior developer. The scale has changed, and the responsibilities are greater, but the essence remains the same.

Management is a journey, not a destination. I’ll continue to learn, to adapt, and to strive for balance. And along the way, I’ll keep focusing on what matters most: the people who make it all possible.