I’m delighted not to be managing people these days, but it’s a frequent topic in conversation, as you can imagine. My clients are either managing others or being managed, and the challenges associated with that relationship can be a big part of why people are looking to change jobs.
There may be organizations where the transition from individual contributor to manager is acknowledged and supported with thoughtful training and intelligent support. Most of my clients are not in such environments. As a result, people seem to believe that excellence in a subject matter or a process translates to a natural set of instincts for how to manage others. When that doesn’t happen, it is a source of frustration, doubt, and shame. Ick.
One of the questions I like to ask when something isn’t working is whether the misalignment is about identity, circumstances, or systems. I think my identity will always make managing people a heavy lift for me, but in the past I have improved my skills by adjusting systems and circumstances where I could.
If you, or someone you know, is trying to get smarter about management, I’ve been impressed with the Raw Signal Group. Their newsletter, and the way they write about the relationship bosses have with their team, always helps me think more clearly.
