3.9k views7 Upvotes78 Comments

CIO in IT Services, 51 - 200 employees
The transition from manager to director represents a shift from a tactical to a strategic role. To be most effective, you must understand that "what got you here may not bring you there." In other words, it requires a whole different set of skills.

You are required to have subject matter competence as a manager. You're meant to be able to answer queries from your employees and principals.
As a director, you should no longer be the brightest person in the room. Instead of knowing all the answers, you must ask the proper questions to keep the business moving ahead while anticipating potential roadblocks.

In general, people are promoted to more senior leadership positions based on their ability to achieve big goals while also influencing and motivating others (particularly their team) to do the same. In IT and every other department or industry aside from politics , individuals who excel at these tasks tend to be promoted to leadership and management positions more frequently and more quickly.

Director of IT in Insurance (except health), 1,001 - 5,000 employees
You need to be able to "abstract" a level back from the current "IT manager" role and demonstrate an ability to look at the business from a strategic lense.

As another has stated, promotion normally comes from an individual's ability to influence and control the "business" outcome, then demonstrate the benefit at all levels of the organisation.

Another great piece of advice i can probably give is to take a risk or two in your career, sometimes moving companies is the best thing you can do to become an all-rounded leader
Director of IT in Healthcare and Biotech, 1,001 - 5,000 employees
Becoming a director from manager would need a total shift from what you have learned till date. For a manager, domain knowledge is most important. What you know, and how efficiently you are able to resolve technical issues make you a good manager. However, for a director and lead a function, most important aspect is not resolving problems for what you know. As a director or leader, you must know how to address challenges what is un-known. Preempt the issues, challenges and identify  change is most important aspect  to be a successful director. 

Your past performance or actions brings to a manager level. What your future course of actions would decide you as a successful director. 

Additionally, you have to a people man. Managing resources, including human resources efficiently is other important aspect for a director. while a manager's job is to get job done from collogues, but for a leader or director, you need to have ability to motivate team to do their job independently. 
Director of IT in Finance (non-banking), 1,001 - 5,000 employees
There is also a different skill set required to lead individuals as a team manager versus leading teams as a director.  Agree with the more strategic approach, and many technical managers have trouble letting go of the hands on approach and delegating tasks to individuals/teams, which are critical skills for a director.

Additionally, I would say that technical IT managers are not always as customer facing, and that at the director level you are conversing more with the business and IT leadership and other C-level conversations.  
VP( Network Engineering and Delivery) in Telecommunication, 10,001+ employees
In simple terms transition is from manager to leader, however it requires more to present vision, mission and future of the company. Inspiring, motivating and leading the team 
CTO in Software, 11 - 50 employees
The individual should have at least two years of experience working in IT at a senior management level because moving from manager to director level demands a mental shift from the beginning. The person must have good communication and leadership skills, as well as the ability to exert good influence and control in demanding circumstances. They must also be willing to listen to others and be able to offer them answers and solutions to their problems.
Director of IT in Manufacturing, 10,001+ employees
By shifting from managing to solving business challenges using strategic mindset and leading by influencing. 
It’s a total shift from the manager level
Senior Director Enterprise Applications in Software, 1,001 - 5,000 employees
I made the transition when I focused on co developing the long term roadmap with my leaders. I made recommendations on new ideas and listened to how they approached their challenges and started to train myself to think like they think. It helped me and could potentially help you.
Director of IT in Transportation, 5,001 - 10,000 employees
experience and skill set for upward movement
CIO/CISO in Healthcare and Biotech, 11 - 50 employees
Overall, you have to demonstrate an ownership attitude, to move into an are of higher responsibility requires you to relinquish, delegate and empower your staff to handle the purely tactical aspects of your area of responsibility, and to own the strategic direction (hence: director). Also important is your ability to influence others both in your area and cross departmentally, and the level of credibility that you bring to the table.

Content you might like

Director of IT, Self-employed
Enabling GenerativeAI in our detect product.
Read More Comments
1.9k views1 Upvote2 Comments