So, you’ve been promoted from tech to service manager at your MSP. Congratulations! And good luck, because you’re in for a wild ride. The jump from fixing tickets to managing people, tasks, and (more importantly) expectations isn’t a straight line—it’s a zigzag, a loop-de-loop, and sometimes a hard brake. But with a little guidance and some real-world examples, you’ll be dodging obstacles like a pro.
Stop Fixing Tickets, Start Fixing the System
As a tech, your dopamine hit came from fixing things. See a ticket, solve the problem, close the ticket. Done and dusted. But as a service manager, that’s not your job anymore (sorry, dopamine junkies). Now, your role is to ensure your team can solve problems, not jump in and do it for them. Think of yourself as the air traffic controller, not the pilot.
For example, imagine one of your techs is working on an issue that you could fix in 10 minutes. It’s tempting to jump in, but don’t. Instead, ask yourself: Why can’t they solve it on their own? Is it a documentation issue? Do they need more training? Fix the system, not the ticket.
Your focus is on removing obstacles—whether that’s streamlining processes, improving tools, or making sure your team has what they need to succeed. It’s more about “how can I make my team better?” rather than “how can I fix this faster?”
Context Switching: Small MSP vs. Large MSP
If you’re in a small MSP, congratulations: you’ll wear many hats, including firefighter, therapist, and maybe even office plant waterer. You’ll have to constantly switch gears between being in the trenches with your techs and stepping back to think about bigger picture things like metrics, team morale, and client satisfaction. One minute you’re approving time off, the next you’re explaining to a client why their 2012 server isn’t cutting it anymore.
In a larger MSP, though, your focus shifts. Here, you’re expected to be more strategic, focusing on metrics, team performance, and long-term goals. You might not touch a ticket for weeks (and honestly, if you do, it might be a sign of trouble). Your role here is more like being a coach: you build the team, set goals, and make sure everyone’s working together toward the same outcome.
From Problem Solver to Obstacle Remover
When transitioning from tech to service manager, your biggest challenge is probably going to be letting go of that urge to jump in and fix things. Remember that Reddit post about the guy who was promoted to service manager and planned to clean up stale automations himself? That’s a classic example of a tech still thinking like a tech.
Instead of doing the work, your job is to assign the work. Schedule a meeting, delegate the tasks, and make sure the team knows why these automations need cleanup. It’s all about empowering others, not getting into the weeds yourself.
Imagine this scenario: One of your techs spends an hour troubleshooting a recurring problem that’s probably due to outdated documentation. Rather than sitting down and fixing it yourself, lead a project where your team reviews and updates all documentation. This not only solves the immediate issue but also prevents future headaches for the team.
Managing a Team Used to Self-Managing
In smaller MSPs, the team often works like a well-oiled machine, handling tickets with minimal oversight. Your job as a manager isn’t to disrupt that flow but to coach and guide. Be a facilitator, not a dictator. This is particularly important if the team has been self-managing for a while, as they might not be thrilled about having someone “officially” telling them what to do.
One way to ease into this transition is by having regular 1-on-1s with each tech. Keep it structured but relaxed—this is your chance to hear what’s going well, what’s not, and what obstacles they’re facing. These chats can give you crucial insights that’ll help you help them, without coming across as a micromanager.
The Metrics That Matter
In a larger MSP, you’ll likely be responsible for more than just making sure tickets get closed. You’ll need to track metrics that give you a bird’s-eye view of team performance. Things like:
- Average ticket resolution time
- First-time fix rates
- Customer satisfaction scores
Knowing these numbers will help you identify areas for improvement and keep your boss happy. And, of course, when you bring these numbers up in meetings, don’t forget to sprinkle in a little humor. After all, nothing says “I’ve got this” like making your boss laugh while presenting KPIs.
Don’t Forget the People Side
As a tech, your relationship with customers was usually limited to solving their issues and maybe the occasional friendly chat. As a service manager, your people skills will be tested, but not just with customers—with your team. You need to build trust, coach when necessary, and give credit where it’s due.
If one of your team members knocks it out of the park on a tough ticket, celebrate that! A quick shoutout during a team meeting or an appreciative email can go a long way in boosting morale.
Stay Ahead of the Curve
One of the best pieces of advice from Reddit was to conduct regular 1-on-1s with your team. By staying ahead of issues before they become problems, you’re not just managing—you’re leading. It’s all about communication and transparency. You don’t want your team to feel like they’re in the dark or that you’re not approachable.
Relevant Certifications
If you can, consider some studying and certifications. Recommended ones are: CompTIA Project+, ITIL Foundation, Project Management Professional (PMP).
