Thinking about Moving to Management
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"Are You Cut Out for Management?" asks the NY Times headline. This is one of the best articles I've ever read on this subject of moving from individual contributor to boss. It's structured as a Q & A that begins this way.
"You’re very good at your job and although you didn’t ask for it, you have been promoted into a management position for the first time. How different will it be from your current job?"
There are some powerful insights here that you rarely see. Psychologist and consultant, Billie G. Blair notes that moving into management is a lot like changing careers. Several of those interviewed note that the transition takes time. If you've just been promoted, or you're thinking about it, you should read the whole article.
But before you grasp the brass ring of management, I suggest some self-reflection. Here are some important questions to ask yourself.
Why do you want this promotion? If the answers are about having more power or the freedom to do things your own way, a reality check is in order. Read on.
Are you comfortable letting the behavior and performance of others define your performance? As a participant in one of my programs put it years ago: "The team is your destiny."
Are you willing to make decisions and be accountable for the results? Leaders take the blame and share the credit. Are you OK with that?
Do you enjoy helping others succeed? It will be your primary job, you know.
Thinking-about-becoming-a-Boss's Bottom Line
Leadership really is a different kind of work. Before you take it, consider whether you are likely to do it well and joyfully.
Wally's Working Supervisor's Support Kit is a collection of information and tools to help working supervisors do a better job. It's based on what Wally's learned in over twenty years of supervisory skills training. Click here to check it out.
Categories: Promotion, Leadership
Tags: Leadership Promotion
Also managers must accept they are responsible for things that are outside their control. They are responsible for things they have influence over but not control. That is in many ways a very difficult thing for many people to take in.
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Good point, John. I think we often write as if everything is controllable, but it's not and it's important to recognize that fact.
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Wally,
As someone who is a first time Manager I thought you raised an interesting point about the Manager's performance being based not just on their own achievements or failures but also largely on the successes of their employees.
There is definately a certain amount of stress involved knowing that meeting your own deadlines and goals can be completely overshadowed by the shortcomings of a single employee.
Overall, if you don't enjoy helping others succeed and letting them get the credit, knowing your reward comes in the long term based on the success of the department as a whole, I think you might want to look to other positions.
It is almost like training your employees to win the battles allows you to win the wars.
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Thank you for sharing your perspective, Matt, it's a great addition to the discussion.
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Many people see the faults of their manager and think they can do better; it's the armchair quarterback mentality. Add the extra pay raise that accompanies a promotion of this type, and most people will jump at the chance. "People often think that being a manager is about money, power and perks..." or “about having more power or the freedom to do things your own way...”
I appreciate that you and the NY Times article points out that management may not be for everyone, for one reason or another, but it’s great that the article also suggests that new managers give themselves a year or so to really decide if they like it or not, rather than relying on the overwhelming stress that happens in the first few months following the transition; and to look at why you don’t like the job and see if you can fix that aspect instead of leave the job entirely.
Thanks for the great advice.
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Those are good points. Lindsay. There are two reasons that I think this is a tough issue. First, organizations consistently look at things (intelligence, performance in an individual contributor role) as a basis for promotion and not things that might indicate a likelihood of success (willingness to decide and to confront, for example). The issues that matter can only be observed in leadership roles, but few companies intentionally provide those opportunities. The other wolf lurking in the forest is the fact that in most companies the only upward ladder is the management one and once you're on it, it's almost impossible to get off it.
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From my own experience this is really true to know what you are getting into. I have been offered a couple of management opportunities but once I reflected on the job at hand and my current experience level I declined those to focus on education and gaining more experience. The added salary would have been nice but I know in the long term once I am offered and earn a job to manage I will be in a better position. I wish more would take the time and reflect to make sure it is something that is right at the time. Learning on the job is great but can make things worse for those working under them...
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Thanks for the comment, Anthony. It might be productive for you to see if you can try out the leadership role by taking that position in some temporary form like a task force or short-term project. That way you can get a sense of whether leadership might be a good fit for you.
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Thanks for putting work life in an easy to digest package Wally.
When my son was made captain of his high school baseball team I told him, "A good leader takes responsibility for the losses and gives credit to the team for wins. That's just the way life works."
A leader's accountability may be the most important tool in their box.
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Thanks for the kind words, Gary. I remember working with the Oakland Police Department back when George Hart was chief. When the department broke a big case, the chief was not the one who announced it and took questions, there was no official spokesperson given that job either. Instead the detectives or officers who made the case got the limelight. But when the department screwed up, it was the Chief who talked to press and took responsibility.
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Wally,
Extremely interesting perspective you take on management. I think you approach it in a manner that is beneficial to those that are first-timers or newer to management. I am recommending this article to my colleagues and adding it to our reading list. I hope to hear more from you and will be following your work.
- GD
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