Before you make the decision to apply for leadership roles, it’s worth reflecting on the saying ‘be careful what you wish for.’
There are many positives…the increase in salary and perhaps other company benefits; the ability to contribute to an organisation’s success at a strategic level and the status of being in charge of a team of people. However there are also a number of bear traps.
I speak as someone who has experienced both the positive aspects and the dark underbelly of management.
If you’re applying for an internal promotion and potentially managing staff who have previously been colleagues, the relationship dynamic will change. Whether you believe it or not, you will become ‘one of them’ rather than ‘one of us.’
You’ll have to manage your team’s performance. Inevitably this will at best require some difficult conversations and at worst, capability or disciplinary processes. These are stressful and challenging.
Finding others at the same level within the organisation or outside can be a good way to both get and give support. You’ll have to practice discretion. You will on occasion be privy to information you cannot share with your team.
2. So much depends on your line manager
What are they like? Do you already know them? How are they regarded by staff within the organisation? Good egg or egotist? It’s worth finding out what you can. One person will make all the difference to your ability to thrive in the role. If s/he has your back, encourages and stretches you, you’re on to a winner. Having a poor manager is the most frequently-cited reason for people leaving their jobs. Has staff turn-over been high? What is the reason for the position coming up? What has the previous post-holder gone on to do?
3. Do you actually like people?
Leading a team will truly test your sanity at times. You’ll require a lot of patience, the ability to listen really well and antennae to pick up on non-verbal cues. You’ll need to get to know your team well to get the best from them. Each will need to be managed differently according to their needs, preferences and personalities.
I remember complaining to one line manager that I couldn’t get any damn work done because of the time people needed. She replied: “Anne, the people are the job.” People will cause you more stress that anything else. Unless you are a psychopath you will lose sleep over them.
4. It’s uncomfortable
You’ll require a thick skin whilst remaining sensitive to your team’s needs. You’ll need to be firm and say ‘no’ more frequently than you’re used to. You’ll have to present yourself with confidence even though you won’t always feel it so there will be an element of fakery. You’ll need to keep your views to yourself at times. And you’ll need to make unpopular decisions.
5. You role is to defend and support your team
There will be times when you’ll need to go into bat for your team and have difficult conversations with other more senior managers. Some of these people can be difficult and you’ll need to stand your ground. You may need to act as a mediator if relationships become difficult. There will be times when you’ll want to slap people for being idiots.
6. Management is not a popularity contest.
If you need to be liked, walk away now. Some of your team will support you and work well with you. There will always be one who thinks they can do a better job than you, or a rebel who wants to do things their way. Interestingly, these individuals never apply for management jobs themselves, preferring to carp from the side lines.
You’ll discover the fine line between giving people enough rope to hang themselves with and yet still needing them to achieve team objectives. It can feel like herding cats. It will be tempting to micromanage. Resist this urge.
7. There is a reason managers are paid more highly
I call it ‘danger money.’ You’ll work longer hours and endure more stress. You’ll find yourself stuck in the uncomfortable ‘squeezed middle’ between senior management and your team and sometimes please neither.
What to do?
If after reflecting on the above you are undeterred, I wish you well. Leadership roles are certainly character-building. You’ll develop resilience and a whole range of valuable skills. And you will do it your way. You can read all the management and leadership books you like but managers are not born. You only learn how to be a manager by becoming one.
“First rule of leadership: everything is your fault.” A Bug’s Life.
