The Reluctant Manager: Did You Want to be a Manager?
Some of us aspired to be a middle managers, executives, or leaders. We’ve sought out jobs by managing our career to get into the right positions that would help us move upward and onward. But what happens when you get there and realize, “I don’t like this. I don’t like managing or mentoring others.” How can you tell that you don’t want to be a manager? What do you do if you didn’t want to be one?
The Reluctant Manager
Were you promoted, but didn’t want to move up to a management position. Soul searching should ensue. Because even in startups, the executive team members must have management skills, so they can get the product to market quickly and create repeatable process that can be continually improved as the company grows.
The “I don’t like managing” trap can happen. Some middle managers or executives are so busy assuming that they wanted to make it to middle management or the executive level, only to learn that once we get there, they hate it. Management’s one of those things that can be natural act or a learned skill. Knowledge workers need direction and alignment, oversight, and motivation on a daily, weekly, and monthly basis.
Ineffective Managers Hurt Potentially High Performing Knowledge Workers
An ineffective manager can accidentally harm his or her direct reports if he or she lacks the “management” interest by failing to monitor, course correct, or develop accountability. Before you know it, the team or department isn’t doing well. Everyone’s been self-managing without success. Everyone’s unhappy. Their work hasn’t been aligned to the company’s strategic or financial goals. Revenue and operations problems arise and before you know it, there’s a un-managed team or department that’s been socialized to not be managed or accountable. Someone has to step in and start managing.
Ask Yourself…
So before you really commit to becoming a manager, think about your favorite boss, who’s management style really brought out the high performing results out of you. What did they do? How did they align you to the department or company goals? How did they ensure you were on track? How did they take care of your work problems?
Once you do this, ask yourself, “Am I willing to do this in the future for my direct reports?” If the answer is “no,” then figure out what you really want, since it may not be a middle manager or executive position. Not everyone has to be a manager, but if you need or must be a manager, then learn to like love it.
