Archive for June 2015

Why are people afraid of managing?

I overheard a conversation on the train while heading to work one day that made me think. It was between two young ladies (both their early to mid-thirties by my estimation) talking about career aspirations. One started by saying she was morbidly afraid of being a lifer: a term used to describe criminals who have been sentenced to life in prison, with no chance of parole. Of course she was using this in the context of being stuck at the same job or in the same position for her entire working career. My ears perked up, because to me, that was a very valid fear and should serve as motivation to keep one looking for fresh opportunities for development and progress. Intrigued, I began to listen more intently and a few moments later the conversation took an interesting turn.

In her response, the other young lady stated that her biggest fear was being a manager. She then went into a five minute, expletive filled diatribe about why she felt so strongly about it. Here is a summary of what she said (minus the expletives of course): “Managers have too much responsibility. If something goes wrong with anyone on the team, it is the manager’s problem. Managers have to be involved in everything. Managers always have to come early and be the last ones to leave.” She rounded off her contribution by expressing her desire to work autonomously and be responsible for just herself. This sentiment seems to be increasing in popularity, but it was not always this way.

I recall over 10 years ago when I was just starting my professional journey, I believed that a sign of progress and development was being responsible for someone else. That could have meant being a mentor, team lead, supervisor or an official manager. This mindset was adopted because there was and still is a widely accepted practice of taking the most tenured or experienced hire and making them manager over others. That implies that elapsed time makes you a perfect choice to become a manager.

Fast forward ten years and I have realized that this ideal is an absolute mistake. While it is true that experience is a contributing factor in making a good manager, people skills and other intangibles are far more important. What I have experienced is that if you are incapable and unwilling to shoulder the responsibility required in helping develop and motivate others, while ensuring that the department and company goals are being achieved, then you are not the one for the job.

For the majority of us, we learn about management from experience with the managers that we have. If we had horrible experiences, we are going to be either inspired to be better or shy away from it entirely. In the new professional climate, there are many individuals opting to stay away from managing in general and are very content playing the role of an individual contributor. With an upward trend in the use of contract and freelance workers in several industries that may have been traditionally staffed by full time employees, many feel secure in focusing on the role of expert. Despite this, there is no escaping having to work in teams or being accountable to a manager or supervisor.

So back to the second lady from the conversation mentioned above. Her disposition is totally fine and if her reasoning is anything like I described then it makes perfect sense. Not aspiring to be a manager should not affect your development if all you desire is to focus on and develop your expertise. However, for this to happen you must be in an environment that facilitates that desire. Pay careful attention to this point because many places views progress as the only way to reward good performers and shying away from managing in such an arena only serves to alienate you, which could negatively affect your career.

As I close, I admonish that you should really only chase after being a manager if you are prepared for the work that it takes to be effective. Other than that it is perfectly fine to steer clear of it. Management is not for everyone. I am sure anyone who has or had a bad manager will definitely concur. However, the role of an individual contributor can be as equally a viable pathway to building a successful career. Do what is right or you!

Until next time remember: as long as you have life you should live it to your fullest potential.