For many Americans career progression is as important to them as the air they breathe. When we’re at a point in our careers where we’re looking for the next best thing or a new challenge often times it means taking into consideration a management role.
To be successful in management, or leadership for that matter, it requires a completely different set of skills which are typically very different than the skills which were needed to be successful in a staff level role. When we are a staff employee, meaning we don’t have any direct reports, our focus is to ensure we do the best individual job possible. Regardless if we’re a part of a team or not, when we’re a staff employee we really have one main concern – make sure our butts are protected by doing a great job.
Being in a management role is very different. While it’s important the manager does a good job, she is also responsible for a number of direct reports and therefore is responsible for their contributions as well.
The transition to management can either be a dream come true or a living nightmare. Regardless of which camp you may be in it’s important to consider two things before you make the decision to throw your hat in the ring for the next management opportunity:
What the statistic above from HBR and Gallup tells us is that it’s incredibly tough to make a good decision on who will be successful in a leadership role. While the decision to hire or promote someone into a management role ultimate rests with the company, what happens thereafter is largely attributed to the individual in the role. Let’s make no mistake about it, a move from staff level to management can be an incredibly rewarding opportunity but to be successful in the new venture you need to know beforehand if you’ve got the foundation for what it takes to be successful leading others.
Before you consider a career in management think about how you deal with these five foundational leadership questions:
1.Do You Genuinely Care About Other People?
I’m going to take a hard stance here and simply say if you don’t care about others and aren’t willing to put others before yourself you’ll never be truly successful in leadership. I choose the word ‘never’ because you may see some success early on however in the long run a lack of genuine care for the people will always bring about challenges which are near impossible to overcome. The best leaders out there, regardless of their titles or the size of the company they work for, view leadership as an act of service and truly care about the wellbeing of their employees. “Leaders eat last.” – Simon Sinek
2.How will you handle ‘The Technician Syndrome’?
This is particularly important for people in a technical capacity to consider. The word ‘technician’ refers to a person who is in an individual contributor role focusing on hands-on work. When you make a transition into management you are stepping away from some or most of your daily technical hands on duties. There are some exceptions to this, for example if you work for a start-up or small company and are a ‘working executive’, however most of the time management roles focus their time and energy on their people and a strategy for getting work done. People who have technical backgrounds tend to struggle with this change as often times their original passion which has guided them to this point in their career was focused on being hands-on in their role, creating, building or testing things. (a Mechanical Engineer that designs new products)
3.Are You An Influencer or a Dictator?
What is your natural working style when you are in situations where you are working with others? Do you have a tendency to listen, support and coach or are you the type that would rather just tell people what to do? Successful leaders do more listening than they do talking. They understand the importance of giving their people an opportunity to contribute ideas, take risks, do things their own way, etc. Managers that don’t do this have a hard time motivating their employees as they view their employees as workers who are to be told what to do, when to do and how to do their work.
4.Can You Delegate?
Can you give someone else an opportunity to take on a project or work? Are you able to allow someone else the chance to take the spot light and recognition? Do you trust others to get the job done? These are all important questions which tie into delegation. Successful leaders delegate frequently because they know firsthand that it isn’t wise or feasible for them to do everything. Delegation also has a unique outcome which communicates trust and ownership to your employees whereas not delegating sends the exact opposite signal.
5.Are You Willing to be a Shrink?
It’s not the prettiest part of the job but a consideration nonetheless. A very real part of management is dealing with people problems, like a shrink would, and working constantly in conflict resolution. This aspect of the job often sends people screaming for the hills as dealing with people problems can be challenging and often viewed as a waste of time in the corporate world. Successful leaders view the people interaction part of the job as an opportunity for improving themselves and their employees while further developing a deeper relationship. They look forward to the moments to learn from, listen, coach and guide their employees. They do this because they genuinely care about the welfare of their employees both at work and home.
If you’re considering going into management take the time to think about how you show up with these five foundational leadership questions. What’s important to consider is that if you don’t have these intangible skills now can you develop them over time? The answer is most definitely yes, it’ll just take time, patience and a willingness to always be learning.
About the Author
Serving over a decade in the technical services industry in Orange County, CA, Travis Smith has developed a talent for assessing technical talent and overseeing technical projects. His other areas of specialty include: leadership development, business development, resource planning and creative solutioning.