5 Things I Wish I Knew When Transitioning from Tech Support Engineer to Manager
Insights for Newly Promoted Leaders
Moving from an individual contributor to a management role is both exciting and overwhelming.
Suddenly, you're responsible not only for technical problem-solving but also for your team’s growth and success. Your performance is no longer measured by personal output but by your ability to empower others to achieve collective goals.
Looking back, I wish I had known these five lessons earlier—they would have saved me considerable stress and self-doubt.
1. Imposter Syndrome Is Common—You're Not Alone
Early on, I often doubted whether I deserved to be a manager. I thought:
Am I actually qualified for this? I don’t really know what I am doing, and everyone can tell.
I didn’t realize “imposter syndrome“ was actually quite common. It’s a cycle that many high-achievers experience, and it often follows a predictable pattern.
Mentoring new support managers changed my perspective. When I noticed that a common theme was self-doubt, I remembered feeling exactly the same way. However, now from the other side, it was clear their feelings of being unqualified or undeserving were simply not justified. While they didn’t see it, I knew they were bright, intelligent individuals who would become great managers.
Here’s the advice I wish someone had given me:
This feeling is normal. While it is easier said than done, do your best to put it aside and don’t let it control you. You were chosen for this role for a reason. You were the most qualified of the candidates.
Instead of chasing perfection, aim for thoughtful, reasoned decisions. Learn from and grow from setbacks.
Take time to celebrate and take pride in every achievement. Don’t let those negative thoughts creep in.
2. You Can’t Know Everything—And That's Okay
I still remember my first staff meeting as a manager. I was incredibly nervous. My biggest fear was being asked a question that I couldn’t answer.
Funny enough, I had the exact same worry when I first started working with customers. Back then, I learned it’s okay to not know everything. It's completely fine to say, “That’s a great question! I don’t know, but let me find out and get back to you.”
But somehow, becoming a manager felt different. I convinced myself that as a manager, I needed to have answers for every technical or process question. That was exhausting—and totally unnecessary.
Your job as a manager isn’t to know everything yourself; it's about helping your team figure things out and overcome obstacles. When someone asks you something you don’t know, it's perfectly fine—and actually helpful—to say, “Good question. Let’s figure it out together.” Encouraging curiosity and teamwork helps your team more than pretending you have all the answers.
3. The Best Time for Feedback Is Now
Early on, I often struggled with giving feedback. Should I wait until the next one-on-one? Address it immediately? Write an email? Or maybe it wasn’t even worth mentioning?
But here's what I've learned: the best time for feedback is right now—as long as you give it constructively and with good intentions. If you keep waiting for the perfect time, you might never give it at all, which isn't fair to your team.
Giving timely feedback helps people fix issues quickly and stops small problems from turning into big ones. It doesn’t have to be a formal meeting. It could be as simple as sending a quick Slack message or having a short chat after a call. Just make sure you do it privately rather than in front of others, unless your feedback applies to the entire team.
4. Your Team’s Success Is Your Success—Let Them Shine!
When I first became a manager, I thought my job was mainly about ensuring things ran smoothly behind the scenes. But over time, I realized that my real responsibility was to help my team members succeed—and to make sure others noticed their success.
Your effectiveness as a manager isn't measured by your personal accomplishments. Instead, it's defined by the success and growth of your team.
By celebrating their wins, letting them showcase their work, and highlighting their contributions, you create an environment where everyone feels valued and empowered. When your team succeeds, you succeed—not because you're taking credit, but because you've built a culture that encourages everyone to thrive.
5. Good Leaders Are Decisive, Not Perfect
When I first became a manager, I felt overwhelmed by how quickly problems arose. I worried about making wrong decisions. This hesitation only made things harder.
But everything changed when my manager gave me a great piece of advice.
“As long as your decision is made with the customer’s best interest in mind, doesn’t break any rules, and you can clearly explain your reasoning, I’ll support you—even if the decision turns out to be wrong. We'll learn from it and move forward.”
That conversation gave me confidence. It made me realize that good leadership isn’t about always making the perfect choice. It’s about being decisive, taking responsibility, and being ready to learn from mistakes.
Your team will respect you more if you’re decisive and willing to stand behind your decisions—even when things don’t work out exactly as planned.
Final Thoughts
Management in tech support can be tough, but it’s also really rewarding. If I'd known these five lessons earlier, my transition into management would have been much smoother, with much less stress and self-doubt. If you're just starting as a manager, or hoping to become one soon, I hope these lessons make things a little easier. Remember, everyone feels unsure at first, but it gets better—especially when you learn to trust yourself and your team.