Many individuals I train are making the move from technical expertise (engineers) to becoming mangers where their technical powerbase will be less relevant. This involves a large amount of retraining and education and for some it’s a very daunting decision.
So what do managers do and what are the pros and cons of taking a management role?
According to Peter Drucker managers:
• Set objectives.
• Organize.
• Motivate and communicate.
• Measure.
• Develop people.
Well then of course there’s the old tried and true, planning, organizing, acting controlling and leader roles managers are expected to undertake to be at least efficient let alone effective. As the need to be a leader/manager is the most prevalent role definition today we all need to be:
• sellers of the vision
• strong advocates for the mission
• implementers of the plan
Of course all this needs to be achieved whilst coming to grips with the mindless vagaries of indolent self centred staff, or worse trying to maintain control the excesses of the exuberant ‘don’t know what they don’t know’ bunch to ensure they don’t give away the profits.
To make things more complicated for those working in cross-cultural situations you have the frustration of… “EMPOWERMENT” no thanks just tell me what to do you’re the boss… or you want ME to take RESPONSIBILITY, or again ‘no thanks that’s too scary ANYWAY IT’S NEVER MY FAULT’.
Assuming we are good at the technical, human, conceptual/evaluative and cultural parts of our traditional management role how can we ensure we breakthrough the pack of average and/or even effective managers and become a SUCCESSFUL manager. When I say successful I mean how fast we are promoted through our organisation.
Two issues are critical. Firstly, if you look around any organisation it doesn’t take long to realise that successful people don’t get paid because they work hard (although most do), they get paid for taking responsibility, that’s where the money is, in being prepared to take responsibility for outcomes and selling our organization on our competence and willingness do what has to be done.
Secondly, a study some years ago conducted by “Luthans, Hodgetts & Rosenkrantz” on Effective v’s Successful managers shows (amongst other things) the interesting statistic that successful managers spend 48% of their time ‘networking’, while average managers spend 19% and effective managers spend 11%. So socialising & politicking and forming bonds of trust both inside and outside our organization will have a profound effect on our trip up (or down) the proverbial ‘greasy pole’.
‘IT’S HARD TO REMEMBER YOUR TASK WAS TO DRAIN THE SWAMP WHEN YOU’RE UP TO YOUR BACKSIDE IN CROCODILES’ (author unknown)
SO WHY BE A MANAGER AND WHAT DO YOU GET?
Status, Power, Monetary Rewards, Personal Satisfaction
WHAT ABOUT THE DOWNSIDE?
Loneliness, often no immediate feedback, the burden of responsibility for outcomes, lack of control as you need to rely on others, someone is always looking to take your position, an increased need for political savvy and sometimes onerous legal responsibilities and regulatory restrictions.
If you would like to read more about management and what’s involved here is the link for direct page viewers return to main blog pagecareer success to check out other posts!
If you are looking to move into a management position you may (will) need to update your resume with the appropriate management skills listed so take a look at the free blank resume form!
Finally before you decide to take on a management role best think long and hard about what you want for your career and the costs your striving for ‘success’ may bring.
