I know this feeling well from my 17 years in management.
I can say this with confidence because I’ve lived it.
Right now, I’m taking a step back and working as an individual contributor. Honestly, many of the pressures have lifted, and I’ve gained the time and space to focus on growing myself again.
I’m now sharing what I learned over those 17 years so new managers understand the reality of the world they’re about to step into.
That's a humble decision to step back and get some space as an individual contributor. It's something that I think all leaders ruminate over when things get tough. That's great that you're sharing your experience to help others and I bet it's also helping you positively process your thoughts and emotions as well :)
Great read Rob. You articulated the realities wonderfully. Middle-management is definitely the hardest place to be. What I have observed is that when things go wrong, the managers are accountable. When things go right, it's the team. It's almost a no-win situation. But, if we're able to look past the challenges, it can really and truly be a rewarding experience. Someday I may explore management. Just not now. I appreiciate your insight!
Thanks Kristian. It is indeed quite a "no-win" situation and I elaborate on that in part 2 coming out in a few days. It's one of those realities of management that only becomes greater at higher levels. Character building to say the least 🫢
The transition from individual contributor to manager is often framed as a promotion. It is actually a career change and it's incredible how little companies (at times) are prepared to support that career change.
That is indeed my experience Willy. Support really is limited and often delivered in the form of intense 1-2 day training courses which don't have lasting effect. Consistent support for the mental and practical daily realities are not there.
Exactly. I've been to many 1-2 day training courses. The rare sessions that stick tend to be those that challenge our internal wiring instead of just handing us a new checklist. Most growth is lost because we prioritize the loud burst over the quiet, steady rhythm of developing and practicing.
Great article Rob - I love the foundational traits you’ve outlined here and as a HR business partner and adviser to many managers, I agree that they’re essential qualities for effective leadership.
I wish I read this decades ago when I first stepped into management roles!
I'm particularly drawn to the importance of self-awareness- especially in how we make decisions. Do we make decisions based off of the expectations of others? Do we make decisions based off of our principles- and what are those principles? Are there limitations in those principles? I think these are all helpful questions regardless of how new or experienced we are in management.
I know this feeling well from my 17 years in management.
I can say this with confidence because I’ve lived it.
Right now, I’m taking a step back and working as an individual contributor. Honestly, many of the pressures have lifted, and I’ve gained the time and space to focus on growing myself again.
I’m now sharing what I learned over those 17 years so new managers understand the reality of the world they’re about to step into.
That's a humble decision to step back and get some space as an individual contributor. It's something that I think all leaders ruminate over when things get tough. That's great that you're sharing your experience to help others and I bet it's also helping you positively process your thoughts and emotions as well :)
Great read Rob. You articulated the realities wonderfully. Middle-management is definitely the hardest place to be. What I have observed is that when things go wrong, the managers are accountable. When things go right, it's the team. It's almost a no-win situation. But, if we're able to look past the challenges, it can really and truly be a rewarding experience. Someday I may explore management. Just not now. I appreiciate your insight!
Thanks Kristian. It is indeed quite a "no-win" situation and I elaborate on that in part 2 coming out in a few days. It's one of those realities of management that only becomes greater at higher levels. Character building to say the least 🫢
Anyone who wants to climb the ladder should read this. This is better than any HBR article I read when I first moved from an IC to Supervisor.
That's very flattering, thank you. HBR was a valuable resource when I was just getting started. Still continues to be 🙂
The transition from individual contributor to manager is often framed as a promotion. It is actually a career change and it's incredible how little companies (at times) are prepared to support that career change.
That is indeed my experience Willy. Support really is limited and often delivered in the form of intense 1-2 day training courses which don't have lasting effect. Consistent support for the mental and practical daily realities are not there.
Exactly. I've been to many 1-2 day training courses. The rare sessions that stick tend to be those that challenge our internal wiring instead of just handing us a new checklist. Most growth is lost because we prioritize the loud burst over the quiet, steady rhythm of developing and practicing.
Great article Rob - I love the foundational traits you’ve outlined here and as a HR business partner and adviser to many managers, I agree that they’re essential qualities for effective leadership.
Thanks Lauren. Heaps important to get the fundamentals down first, then the day to day skills can build on top of that.
Amen Rob!
I wish I read this decades ago when I first stepped into management roles!
I'm particularly drawn to the importance of self-awareness- especially in how we make decisions. Do we make decisions based off of the expectations of others? Do we make decisions based off of our principles- and what are those principles? Are there limitations in those principles? I think these are all helpful questions regardless of how new or experienced we are in management.