I can still hear the advice that was given to me years ago loud and clear, “You want to be a manager if you want to move up in the world”. Being a manager is what most of us see as the first step in climbing the proverbial corporate ladder. Depending what organization you work for and what industry you work in, being a manager is the prerequisite to director and vice president and so forth. But what actually makes a good manager, and how do you evaluate that?
Tomas Chamorro-Premuzic suggests that “The Best Managers are Boring Managers”. In his article on Harvard Business Review, Thomas writes that “it is time for organizations to understand that their best potential managers are not the people who stand out; they are not the people who self-promote and take credit for others’ achievements, or have mastered the art of politics and upward career management. They may lack charisma and have no remarkable vision for the future, yet they are probably the best people to help execute the company vision and ensure that staff stays engaged and productive”. Could this be true? Well if you think about it, a manager is successful as long as his or her team can come through for them. So it would make sense if a manager’s top priority would be to motivate the team to work at their best. In order to do that, a good manager would want to put the needs of their team before any of their own. Ego would be have to left at the door.
If a good manager is one that is on the constant look out for his or her team, then one suggestion would be for the team to have a voice in managerial promotion and evaluation. That was the suggestion by Tariq Ahmad in his post, “Should organizations ‘Promote Down’ instead of ‘Promote Up?’”. Tariq writes that, “while a person who wants to be promoted wants to impress upper management (and may have all the requisites necessary to succeed at the next level), the colleagues and direct reports of those people might not like working with them or don’t speak highly of them, which could be an indicator of what type of future manager/director/VP this person might (or might not) be”. It’s definitely and interesting point, especially considering that “Bad Managers Are the No. 1 Reason People Leave Their Jobs”, according to PayScale.
So what does it all add up to? Well it goes to show that not everyone is cut out for management, and that’s ok. Companies need to give employees other ways to move up the corporate ladder without necessarily getting into management, or management of people anyway.
How is management handled where you are, and do you feel that the process needs to change?