You might be forgiven for thinking that data scientists prefer to spend their working days with algorithms over people, since the bulk of the job has to do with sorting and sifting through data. But just like every other role, data scientists exist in corporate structures, and the people who manage the scientists need to understand the data as well as the people.
Becoming a manager in the data science space is an intentional choice. “The data science space is one where you don’t need to step into management to continue growing,” said Yvonne Lau, head of data science at Rocket Travel. But if you know you’re interested in moving from an individual contributor to a people leader in the world of data science, it can be a rewarding experience.
Lau shared her wisdom for making the move toward management with Built In Chicago. The first step, she said, is figuring out if coaching people and building strong teams will be enjoyable. If so, Lau recommends finding good mentors and seeking out opportunities to try out leadership skills.
Leaning into management, learning to delegate and scoping projects end-to-end can be a challenge for a data science IC, but Lau insists that the transition comes with huge rewards. Delegating in particular opens up opportunities for everyone. “It’s a win-win setup: skill development for them, increased productivity and focus for you,” she said.
These tips will make a transition from days filled with data to days spent coaching and leading people as seamless as an extra-efficient algorithm.
Rocket Travel helps travelers earn loyalty rewards by booking travel so they can travel more. Rocket Travel is Agoda's strategic partnerships arm, working with the world’s largest companies to create branded experiences from the first search to check-out from their stay.
What was the biggest challenge you faced when transitioning from individual contributor to data science management?
I joined Rocket Travel by Agoda as a Data Scientist in 2017. While my focus in the first couple of years was honing my skills as an individual contributor, I was always curious about people management.
I liked the idea of scoping projects end-to-end and being able to exercise direct impact on the project roadmaps. I was given the opportunity to transition to a manager role after “testing the waters” by handling projects more independently.
As I transitioned into my new role, the greatest challenge was learning to shift my attention from technical work to high level strategic thinking and planning. One thing I learned about strategic planning has been to be patient with the amount of time it takes to see the results of my work as a manager.
For instance, sometimes you may not have the necessary data stored to pursue a data science project. To reach the end vision, you need to first establish meaningful relationships within the company and make sure you can effectively persuade others of the value in investing resources to store the right data. This requires more patience and a higher degree of planning than what an individual contributor may be used to investing.
How did you overcome this challenge, and how has it shaped your approach to management?
When facing the challenge of how to shift my attention, I learned how to delegate and prioritize. I was able to learn which tasks I enjoyed doing and assess what needed to be completed in my role as a manager.
The intersection of these two groups is what helped me determine the best delegation and prioritization techniques. As a manager, it is imperative to know how to say “no” when necessary to focus attention on the right tasks. Saying no can help open up growth opportunities for your direct reports.
For instance, if as an individual contributor you were leading project deep-dives in cross-functional meetings, you can delegate this task to someone on your team. This not only helps them brush up on their communication skills but also gives you more room to focus on strategic work. It’s a win-win setup; skill development for them, increased productivity and focus for you.
What is your top tip for someone transitioning from IC to manager in the data science space?
One key takeaway for someone transitioning from individual contributor to manager is to figure out if you truly enjoy the idea of coaching people and building strong teams. The data science space is one where you don’t need to step into management to continue growing.
One key takeaway for someone transitioning from individual contributor to manager is to figure out if you truly enjoy the idea of coaching people and building strong teams.”
Assuming that the idea of coaching people excites you, consider doing two things. First, express your interest to your manager early. They can help assign tasks where you can test the waters with both mentoring people and also planning projects more end to end. My direct manager at the time played a crucial role in facilitating my transition.
Second, seek mentors beyond your direct manager. As I considered transitioning into people management, I participated in Rocket Travel’s internal mentorship program as a mentee. My mentor, Simon, our former head of product, provided fresh perspectives on addressing management challenges, highlighting the diversity of managerial approaches.
