Is management for everyone?
An article in the New York Times, by Peggy Klaus, raised some interesting questions about whether or not management is for everyone.
She raises the possibility that a bad boss is born when someone goes into management without knowing whether he or she is truly suited to the role. It is quite natural that when someone is asked to consider a management position, which is usually a promotion, it is hard to say “no”. It can be flattering to be invited to apply. It may seem out of the question, or a career barrier, to suggest that one needs to think about this and decide if it is a good fit.
I find in my assessment work at CMA that the question of fit is an important one, both for candidates and for hiring managers. A selection or promotion assessment is intended to answer that very question: “Is this person a good fit for a new role?” and “What type of training and development would be needed to grow into this role?”
To become a successful manager the individual needs to embrace an expanded time commitment, a learning curve to become familiar with the new role, and to make the transition from successful individual contributor to manager of a group of diverse people. Ms. Klaus raises an important question in her role as an executive coach, “Do you really want to take on the added responsibilities, training and life changes that come with a manager position?”
A good manager needs to make tough decisions, enjoys working with people and helping them to develop and become successful, clearly communicates expectations, and is comfortable enforcing standards and holding others accountable. Not everyone has these skills, and they need to decide how much work they want to invest in developing these skills, and why they are doing so. I have seen instances where individuals felt they should “throw their hat in the ring” and not really consider the implications of the new role. They were pushing ahead because of external expectations and perhaps not because they wanted this new role, and they were sometimes surprised by the amount of training and development they may need to be successful as a manager. There is nothing wrong with reflecting on the pros and cons and perhaps deciding that a traditional management role is not an optimal fit.
Many companies now have a manager advancement track and an individual contributor advancement track. The latter considers the strength and contributions of a professional and technical expert who can help the company without necessarily managing or leading a team. When this career track is handled appropriately, there are still options for advancement and the individual can expand their skill set, provide value-added contributions to the company, and perform well in a role that is a good fit for their interests, preferences and skill set. Both hiring managers and potential candidates need to take an honest and objective look at a level of fit between an individual and a management role. It is much better to realize, ahead of time, that a manager role may not be the best use of someone’s talents. They can still be a valuable contributor but in a different way. I would be interested in any thoughts and comments you might have about advancing to management roles, and the option of declining such an invitation but still being an aspiring employee within a company.
