So you think you want to be a manager

Stepping into a managerial role is a significant goal for many individuals aiming to advance in their careers. It’s perceived as a stepping stone to greater responsibility, higher compensation, increased influence, and career success.

However, the journey to becoming an effective manager is not as straightforward as it might seem. Before you dive into this new adventure, there are several things to know and understand about managing and leading other people.

There is a mystic around becoming a manager, often envisioning a corner office, a team of dedicated employees, the authority to make key decisions, and the ability to tell others what to do. However, it’s crucial to dispel the myth that management is all about power and prestige. In reality, a manager’s role is one of service, primarily dealing with people.

While promotion someone into management is a very important step for both the company and the individual, most organizations are terrible at being clear on the expectations, beyond the daily work, which go along with the title.

If I were creating a core job description for every management position, regardless of industry, it would include the skills and mindset listed below. Every manager candidate should review the list and think very carefully about whether they are wired for, and want to do, this type of work. It’s not for everyone, and that is okay.

• Leadership — inspire, motivate, and guide the team toward shared goals.

• Emotional Intelligence — recognize and regulate your own emotions, as well as recognizing and influencing the emotions of your team members in order to resolve conflicts and build strong relationships.

• Communication — clearly articulate expectations and provide frequent feedback in a constructive, timely, and supportive manner. Ability to discuss the organization’s key goals and objectives in a way which connects with each team member’s role. Regular one-to-ones, at least monthly, with each team member.

• Collaboration — work with other departments in a positive manner, while keeping the organization’s goals and objectives the priority.

• Development — create and support development plans for every person on the team. Everyone needs to grow and learn, no matter what role they have.

• Always remember, a manager’s first obligation is always to the highest team upon when they sit. That is never the immediate department being managed.

It’s important to understand these role expectations before a new management assignment is accepted.  Unfortunately, I’ve witnessed many situations where individuals opted for a management position, but didn’t have the patience or interest in interacting with their team members.  “Managing this team would be great if it weren’t for the people,” is a tongue-in-cheek, but very real, perspective many managers have.

One of the most unfortunate business situations is to promote the top technical performer to department manager.  Then, within the year, that person leaves the company, taking all your institutional knowledge with them, because they just didn’t like handling employee issues like poor performance, unexcused absences, and interpersonal squabbles.

If becoming a manager is in your career aspirations, take time to reflect upon the skills and mindset listed above.  The most effective managers are those who inspire, motivate, and guide their teams toward shared goals.  They serve as mentors and coaches, fostering an environment of growth and collaboration.

Leading and managing is not a destination, it’s a journey.  It is very fulfilling for those who truly want to serve the organization and their team members in an effort to achieve everyone’s greatest potential.

Joni S. Naugle is the founder and president of Naugle Associates LLC, Reading, where she works with clients on leadership, strategy and organizational effectiveness. She leads executive peer groups through an alliance with Vistage Worldwide.