When I shifted from an individual contributor to a manager role, it appeared like a natural part of my career progression. I was moving forward in my career, getting bigger and better responsibilities. What was there to say no?
I was playing a lead role, working with stakeholders and co-ordinating work across many teams and functions. So, I kinda assumed that becoming a manager will be very close to the work I was already doing and nothing much needs to change.
The first few months were tough—I was unprepared, ignorant and naive. Mismatch in expectations led to many mistakes with unnecessary stress and anxiety.
Jumping into the role just because my manager thought “I was ready” wasn’t a good decision. I definitely could have been a better manager only if I had made the decision myself with some thoughtful consideration.
Julie Winkle says in Promotions Are So Yesterday “Continuing to confuse career development with attaining specific positions will only limit the growth that both employees and organizations need.”
That’s a big mistake that employees at all levels make. Rush to climb the career ladder makes them take on positions which make them miserable because they actually don’t enjoy the role or not having the proper skills to do their job well leads to exhaustion and burnout.
Becoming a manager when you’re not ready is the worst of all. Your job is not just about you. You’re now responsible for other human beings. Take a long term perspective. Don’t be short-sighted.
If management is the path for you, you’d better do it right. The choice to become a manager is not black and white. Ask these 4 questions to take the right steps towards your goal to become a manager without rushing through the decision:
Making the leap from individual contributor to people manager is a significant career transition. Moving from being responsible for your own work to overseeing others is exciting but also challenging. How can you tell if you’re truly prepared to take on a management role?
There are several key signs that indicate you may be ready to progress from employee to manager:
You’re Eager to Teach and Develop Others
As a manager you’ll need to mentor team members, provide feedback delegate tasks, and support professional growth. If the thought of helping others learn and succeed motivates you, that’s a great sign. Managers who are passionate about developing their direct reports are able to build strong, high-performing teams.
Before pursuing a management role, reflect on these questions:
- Do you enjoy training or coaching others?
- Are you patient and able to explain things clearly?
- Do you find satisfaction in seeing others advance in their careers?
If you answered yes you likely have the mindset to be an effective manager who can nurture talent.
You Have Strong Emotional Intelligence
Emotional intelligence or EQ encompasses self-awareness, empathy, and relationship skills. Managers need a high EQ to handle complex interpersonal dynamics.
Signs you have the emotional intelligence for management include:
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Self-Control – You stay calm under stress and manage emotions constructively.
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Empathy – You show compassion, listen actively, and understand different perspectives.
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Conflict management – You navigate disagreements thoughtfully and find solutions.
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Collaboration – You build trust, value others’ input, and foster teamwork.
If you have these interpersonal strengths, you can create an inclusive and supportive environment as a manager.
You’re Ready to Let Go of Control
Although managers oversee their teams’ work, they cannot control every detail. The ability to delegate tasks and trust your direct reports to perform is essential.
Gauge your readiness to let go of control by asking:
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Are you comfortable letting others complete tasks their own way?
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Can you accept imperfect results if the overall work product is good?
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Are you able to give subordinates autonomy within assigned responsibilities?
Being able to empower your team shows management potential. Micromanagers struggle and quickly burn out.
You Have Strong Judgment and Decisiveness
Managers must make many complex decisions daily – from resolving conflicts to approving projects and expenses. If you’re prone to indecision or over-analysis, the rapid pace of management may overwhelm you.
However, if you can:
- Assess situations quickly and objectively
- Weigh pros and cons efficiently
- Make timely data-driven decisions
You likely have the judgment for management duties. Sound judgment and decisiveness are valued leadership skills.
You’re Ready to Manage Administrative Work
While leadership and strategy are parts of the manager role, it also includes substantial administrative work. Managers must complete performance reviews, oversee budgets and expenses, document issues, and submit reports.
If you’re organized and able to manage the managerial paperwork and processes efficiently, you’ll avoid frustration in your new role. Systematic administrative skills are invaluable for managers.
You’re Eager for New Challenges
Finally, a key sign of readiness for management is motivation for new challenges. While comfortable in your current contributor role, do you crave new tests and responsibilities?
TheMANAGER role will certainly push you out of your comfort zone. But managers who see that as an exciting opportunity rather than a burden tend to thrive.
If you welcome a stretch assignment, increased leadership, and higher expectations, then pursue that management promotion purposefully. Let your enthusiasm for the next challenge fuel your success as a manager.
Developing Your Management Skills
Beyond evaluating your current skills and mindset, you can also actively develop the competencies needed for management success.
Build Your Leadership Abilities
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Take on volunteer leadership roles at work or in your community. Mentor youth or lead a volunteer group to gain experience guiding and motivating others.
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Complete leadership training and read books on management techniques. There are many inexpensive e-courses that can bolster your skills.
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Shadow managers at your company to learn from their example. Observe their leadership style and decision-making processes.
Strengthen Your Communication Skills
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Improve your listening abilities through active listening exercises. Maintain eye contact, reflect back key points, and ask clarifying questions.
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Practice public speaking to polish your ability to present ideas confidently and clearly. Speaking engagements build poise.
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Gain experience providing constructive feedback. Recommend improvements positively and offer specific guidance.
Expand Your Technical Expertise
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Take on projects that broaden your understanding of the company and industry. The more institutional knowledge you gain, the better.
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Volunteer for cross-training or rotations in other departments. Exposure to diverse roles builds perspective.
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Pursue additional training and certifications. Seek knowledge that complements your current skills.
Assess Your Motivations Honestly
Before actively pursuing a management role, examine your underlying motivations carefully.
The wrong reasons to want to be a manager include:
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You’re bored in your current role and want a change.
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You believe it is the only way to advance your career.
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You want more prestige and recognition.
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You expect it will be easier or less work than your current job.
The right motivations demonstrate readiness such as:
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You want to develop employees and influence team performance.
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You have vision and ideas to improve systems and processes.
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You enjoy leading projects and solving complex problems.
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You see management potential in yourself and are eager to realize it.
As long as you have the skills, emotional intelligence, and motivations for the right reasons, then you may be ready to take the reins and step into management. Be honest about your abilities and drive – don’t let ego or impatience push you into a role you’re unprepared for. Patience and persistence pay off. Stay focused on your long-term career goals.
With a realistic assessment of your competencies, intentional preparation, and commitment to ongoing development, you can evaluate whether you’re truly ready for management. The transition will require hard work and sacrifices, but ultimately provides immense rewards for those ready to lead.
How can I bridge the skill gap?
Once you’ve made up your mind that management is the path for you, honestly evaluate the gap between the skills you possess and the skills you need to build.
Rushing into a promotion may be good financially and may even be good for your ego, but not having the skills to do the job well can hurt you mentally and emotionally.
Take a long term perspective. You’re going to be in this role for a long time once you opt for it. Better to invest time in building the proper skills than failing at your job and feeling miserable about it.
It may be hard for you to see what you lack. This is where trusting others to give you honest feedback can help. What does your manager think? What about your colleagues? Are there other leaders and managers in the organization you’ve worked with who can give you feedback and advice?
However, simply knowing what you aren’t good at isn’t enough. You actively need to seek the right opportunities to bridge this gap. You may think it’s your manager’s responsibility to help you shine and succeed, but leaving your growth in your manager’s hand is being irresponsible and foolish.
No one’s ever going to be as invested in your growth as “you.” Don’t treat your career growth as other people’s responsibility. Feel powerful to take your growth in your own hands. Create a plan of action by identifying different ways to build the career capital—don’t limit yourself to the work you’re doing right now. Think about how you can contribute to areas that will help you build the skills you need.
Treat Your Manager as a Coach. Your own boss should be one of your best sources of learning. But this might not naturally be the case. Maybe he doesn’t see the day-to-day of your work, or he’s busy putting out other fires, or he simply isn’t as proactive about helping to guide your path as you’d like. Regardless, the person most invested in your career isn’t him; it’s you. Your own growth is in your hands, so if you feel you aren’t learning from your manager, ask yourself what you can do to get the relationship that you want. — Julie Zhou, The Making of a Manager
For example: If you need to learn how to interview candidates, ask your manager if you can shadow a few of their interviews. A lot can be learnt by sitting and silently observing how your manager conducts them. You can do this with other managers in the organization as well to get a perspective on different interviewing styles.
Another example: Let’s say you find it hard to give direct and honest criticism. Speak to your manager and sign up to mentor a few interns. Ask your manager to be around when you give feedback and seek their guidance on how to do it better. You can also mentor people outside your organization. Plenty of youngsters are looking for experienced, senior folks who can mentor them. It will be a great opportunity for you to practice your skills and your mentee will be delighted to learn from you. A true win/win.
What does the role demand?
Becoming a manager may appear like a step up in your role. It definitely comes with a better pay and more responsibilities.
But do you actually understand what the role demands? Even if you’re playing a lead role in your team, being a manager is nothing like it. It’s a completely different ball-game.
Every organization has a different set of expectations from the manager role. The actual work is not even close to what you see other managers doing. A lot goes behind in becoming a successful manager and it starts with understanding your organization’s unique expectations and challenges.
- What will be your day to day responsibilities?
- What would your team need?
- Which stakeholders do you need to collaborate with and what do they want?
- Are you expected to code along with managing the team?
- What do other managers say about the challenges of the role?
- What kind of support exists for managers within your organization?
Ignoring your organization’s reality or the challenges you’re bound to face is signing up for a lot of pain and angst down the line. Aligning with what’s to come gets you better prepared to deal with the challenges when they arise.
Am I ready to be a manager?
Are You Ready to become a manager?
If you’re interested in becoming a manager, here are 11 signs you’re ready for the role: 1. You’re an excellent communicator Communication is one of the best skills a manager can have because it helps them listen to employee concerns, communicate expectations and resolve conflicts effectively.
How do I know if I’m ready to be a manager?
Another sign you’re ready to be a manager is if you’re experienced and knowledgeable about your industry. Often, when starting a new position, it takes some time to learn the skills, requirements and processes necessary for your role. Being knowledgeable and competent about common processes can help you assist others with their tasks.
Should you become a manager?
You don’t want to become a manager for the sake of the title or the money (although, let’s face it—those are definitely nice perks). If you’re going to step up and accept a larger role within your company, you want to feel at least somewhat confident that you’ll do a good job with it.
How do I prepare myself for a managerial position?
By developing your skills and focusing your attention on your professional development, you can build your resume and prepare yourself for a leadership position. In this article, we explain what managerial roles are, list signs you can use to tell if you’re ready for the position and offer tips that can help you advance into a supervisory role.
