Becoming a People Leader

It's important to recognize that leadership can manifest in different ways. Having a title like 'people leader' doesn't automatically guarantee someone will embody all the qualities of a true leader. I personally believe in a leadership style that focuses on empowering and inspiring, rather than managing and controlling

"The best manager doesn't do any managing." - Peter Drucker

Is being a people manager what you want?
Being a people manager is not a one-size-fits-all career path. While the role certainly has its perks, like the sense of prestige and the feeling of being in a position of influence, it's far from just a walk in the park. It requires a savvy understanding of political strategy and a strong sense of accountability.

You're not just managing tasks; you're leading people - from engineers to direct reports, right up to the senior leadership team. Each group has its unique expectations and needs. This role is like being under a spotlight, where every decision and action is noticeable. It's complex and demands a lot of energy and resilience. It's not just about having the title; it's about having the grit to handle the weight that comes with it.

Here are a few questions to ask yourself if being a people manager is right for you:

Motivation and drive

• Do you find fulfillment in helping others grow and develop?
• Are you passionate about building strong teams and fostering collaboration?
• Do you thrive in environments with high performance expectations and accountability?
• Are you driven to navigate complex situations and find creative solutions?

Interpersonal skills and leadership

• Do you enjoy building rapport and trust with people from diverse backgrounds?
• Are you confident in giving constructive feedback and holding others accountable?
• Can you effectively communicate complex ideas to both technical and non-technical audiences?
• Do you find joy in mentoring and coaching others to reach their full potential?

Organizational and strategic thinking:

• Are you skilled at prioritizing tasks and managing multiple projects simultaneously?
• Can you anticipate challenges and develop effective strategies to overcome them?
• Do you feel comfortable navigating internal politics and building relationships with stakeholders?
• Are you data-driven and able to make informed decisions based on metrics and analysis?

Self-awareness and resilience:

• Can you handle pressure and maintain composure under demanding circumstances?
• Are you comfortable receiving feedback and open to learning new things?
• Do you have the self-awareness to identify your strengths and weaknesses as a leader?
• Can you maintain a healthy work-life balance while taking on significant responsibilities?

Bonus questions:

• What are your career goals in the long term? Does people management align with your future aspirations?
• Have you observed effective people managers in your professional life? What qualities do you admire most?
• Are you willing to invest in development and continuous learning to hone your leadership skills?

Remember, there are no right or wrong answers to these questions. The goal is to gain a deeper understanding of your own motivations, skills, and preferences to determine if becoming a people leader is a good fit for you.

💁‍♀️ Tip: Talking to experienced people managers, shadowing current leaders, and even taking leadership development courses can provide valuable insights and help you make an informed decision.

Reasons not to become a people manager

Preference for Hands-On Work
If your passion lies in being deeply involved in the practical aspects of your work, whether it's coding, designing, writing, or data analysis, then a managerial role might not be the best fit for you. One of the key shifts when moving into management is the transition from hands-on task execution to overseeing and guiding others in their work.

This means less time spent doing the things you might currently love – the actual creation and implementation – and more time dedicated to coordination, planning, and strategy. For someone who thrives on direct involvement and the satisfaction of completing these hands-on tasks, the move to a managerial position could lead to a sense of disconnection from the work that originally sparked their passion.

Limited Interest in Managing People
For some individuals, the aspect of managing others may not be particularly appealing or fulfilling. This lack of interest can stem from a preference to focus on individual tasks rather than engaging in the complexities of people management. Key responsibilities of a managerial role, such as resolving conflicts, mentoring team members, and handling the various dynamics within a team, require a specific set of skills and a certain level of enthusiasm for interpersonal engagement.

If these activities do not resonate with your interests or strengths, then taking on a managerial position might not be the right path. The role of a people manager is heavily centered around these interpersonal interactions and the ability to effectively lead and develop a team. Without a genuine interest in these aspects, fulfilling the role effectively and finding personal satisfaction in it could be challenging.

Stress and Responsibility
People management is often a high-stress role, mainly due to the responsibility of handling various personalities within a team, mediating disputes, and ensuring overall team performance. As a manager, you are not just accountable for your own work but also for the output and development of your team. This responsibility extends to maintaining team harmony, addressing individual concerns, and ensuring that the team collectively meets its goals. The stress of keeping everyone aligned and dealing with interpersonal dynamics can be significant, especially for those who may prefer to focus solely on their tasks.s

Discomfort with Decision-Making
A key aspect of management is the need to make tough decisions, often with incomplete information. This could involve strategic directions, personnel issues, or resource allocation. If you're uncomfortable with making these types of decisions, especially under pressure or without all the desired information, then a management role might be challenging. Effective managers need to be decisive and confident in their decision-making, even in complex and uncertain situations.

Work-Life Balance Concerns
Managerial roles often come with extended working hours and the expectation of being available to address team issues, potentially outside of standard working hours. This can lead to challenges in maintaining a healthy work-life balance. If you value having distinct boundaries between your professional and personal life, the demands of a management role might conflict with your work-life balance preferences.

Challenges in Performance Evaluation
One of the more challenging aspects of being a manager is evaluating the performance of others. This responsibility includes providing feedback, making decisions about promotions or raises, and in some cases, managing layoffs. These tasks require a fair and objective approach, coupled with a degree of empathy and communication skills. If the idea of being in such a position makes you uncomfortable or if you prefer not to be in a role where such judgments are required, a management position may not be ideal for you.

Organizational Politics
Navigating organizational politics is often a significant part of higher-level management roles. This involves understanding and maneuvering through the dynamics of power and relationships within the organization. For some, this aspect of management can be frustrating and taxing, especially for those who prefer to focus on the work itself rather than the politics surrounding it.

Personal Development Preference
If your focus is more on personal technical or creative growth rather than on developing leadership and managerial skills, you may find a managerial path less rewarding. Management roles typically require a shift from technical or creative work to people and strategy management, which might not align with your personal development preferences or career aspirations. If your satisfaction comes from advancing in your technical field or refining a specific creative skill, a move into management could steer you away from these goals.

Letting People Down
The role of a people manager inherently involves moments where you may have to disappoint your team members. This aspect of the job can be particularly challenging, as it often clashes with the desire to be a supportive and positive leader. Whether it's denying a requested promotion or raise due to budget constraints, allocating unpopular tasks, or even making decisions that affect the team's structure or workflow, these situations require you to prioritize the company's needs and long-term goals over individual preferences.

Handling such scenarios with empathy and clear communication is crucial, but it doesn't entirely remove the sting of disappointment. This part of the job can weigh heavily on a manager, as it's often difficult to balance the well-being and morale of your team with the harsh realities of business needs. The responsibility of being the bearer of bad news, and the emotional toll it can take on both the manager and the team, is a significant aspect of what makes a managerial role complex and demanding.

People management can be lonely
People management can often be an isolating experience, a reality that's not immediately obvious to those aspiring to leadership roles. This isolation stems from several factors inherent in the nature of management.

Firstly, the transition from being part of a team to leading it changes your relationships with colleagues. You're no longer a peer but a superior, which inherently creates a degree of separation. This new dynamic can be particularly pronounced if you are promoted from within a team, as the informal, collegial relationships you once enjoyed may need to become more formal and structured. The casual conversations and camaraderie that you were part of as a team member might no longer be as accessible, leading to a sense of disconnection.

Secondly, as a manager, you're privy to confidential information about the company and its employees, such as strategic plans, financial details, or personal information related to your team members. This requirement to maintain confidentiality means there are fewer people within the organization with whom you can share and discuss these matters. This constraint can intensify the feeling of isolation, as you may lack a sounding board for your thoughts and concerns.

You'll need to hold back
As a people manager, one of the more nuanced challenges you face is the inability to be completely transparent with your reports due to the confidentiality of certain information. This aspect of the role can be particularly difficult, as it often conflicts with the desire to create an open and honest team environment. You might have access to sensitive details regarding company strategies, financial situations, or upcoming changes that could significantly impact your team, but are not at liberty to disclose them.

This restriction can create a barrier in communication and sometimes even lead to misunderstandings or mistrust among team members who may feel kept in the dark. Balancing the necessity to protect confidential information while maintaining a trustworthy relationship with your team is a delicate and essential skill for a manager. It requires a careful approach to communication, where you provide as much clarity as possible without overstepping the bounds of confidentiality, all while navigating the team's need for transparency and inclusion.

Reasons to become a people leader

Opportunity to grow and develop people
The opportunity to grow and develop people as a manager is one of the most rewarding aspects of the role. In this capacity, you're not just overseeing work, but actively participating in the professional growth of your team members. This involves identifying their strengths, areas for improvement, and career aspirations, and then providing the guidance, resources, and opportunities they need to flourish.

It's about more than just completing projects and meeting deadlines; it’s about nurturing talent, encouraging skill development, and creating a culture of continuous learning and improvement. When you help an individual overcome challenges, acquire new skills, or achieve a personal career milestone, the satisfaction goes beyond professional achievement; it becomes a personal triumph.

Contribute to the direction of the company at a broader scale
Stepping into a people management role significantly amplifies your strategic influence within the organization. As a manager, you're not just executing plans, but also playing a key role in shaping them. This position allows you to bring your insights and perspective directly to the decision-making table, influencing the direction of your team and, by extension, the company. Your understanding of the team's capabilities, combined with a broader view of the organizational goals, positions you to contribute meaningfully to strategic discussions.

You're in a place to advocate for your team's needs, suggest innovative solutions, and help steer the company towards new opportunities or through challenges. This increased strategic influence is both a responsibility and a privilege, offering a more impactful role in the company's journey and the satisfaction of seeing your ideas and strategies come to life. It’s an aspect of people management that extends your reach beyond day-to-day tasks, allowing you to shape the future of the organization in a more significant way.

It broadens your viewpoint
Gaining insight into the decision-making process at the executive level significantly expands your perspective as a people manager. This vantage point allows you to understand the rationale behind key decisions that impact the entire organization. It's an enlightening experience, as you get to see how various factors such as market trends, financial considerations, and long-term strategic goals influence executive choices. This broader understanding can be eye-opening, revealing the complexities and challenges involved in steering the company. It also allows you to appreciate the delicate balance executives must maintain between different interests and constraints.

Expanding your perspective to understand executive decision-making not only enhances your strategic insight but also significantly enriches your ability to mentor and guide others. As you gain a clearer understanding of the complexities and considerations involved in high-level decisions, you become better equipped to support your team members, especially those who might be in the position you once were, facing similar uncertainties or challenges. This deeper comprehension allows you to empathically explain the 'whys' behind various organizational changes or strategies, helping your team to see the bigger picture.

Enhanced Leadership and Interpersonal Skills
Managing people enhances your leadership qualities and interpersonal skills. It involves navigating diverse personalities, resolving conflicts, and fostering a positive team environment. These skills are transferable and valuable in any professional setting. As you grow in your role, you learn to communicate effectively, motivate your team, and handle challenging situations, all of which contribute to your personal and professional development.

Becoming a people leader

The stars need to align
While strong skills and dedication are crucial, for a person to successfully transition into a people management role, several factors often need to align at the right time.

1. Organizational Need: A managerial position typically opens up when there is a need within the organization. This could be due to company growth, restructuring, or the departure of a previous manager. Your readiness needs to coincide with these organizational needs and opportunities.
2. Recognition and Support from Superiors: To move into management, you often need the backing and recognition of your superiors. They should recognize your potential and be willing to support your transition into a leadership role. This support might come in the form of recommendations, mentorship, or opportunities to lead projects or initiatives.
3. Right Timing in Career: Your progression to a managerial role often depends on where you are in your career. Ideally, you should have enough experience in your field to understand the ins and outs of the work, the industry, and organizational dynamics. This experience is crucial for gaining the respect and trust of those you will manage.
4. Availability of a Suitable Role: There needs to be a suitable managerial role available that matches your skills and career aspirations. This role should be a good fit in terms of the responsibilities it entails, the team you'll be managing, and the direction in which you want to take your career.
5. Development of Key Skills: Before taking on a management role, it's important to have developed certain skills. These include leadership, communication, conflict resolution, strategic thinking, and the ability to motivate and inspire others. The right time often coincides with having honed these skills to a level where you can effectively lead a team.

Successfully transitioning to a people management role often involves a combination of personal readiness, professional development, and the right opportunities within your organization. Keeping an eye on these factors and actively working towards aligning them can increase your chances of successfully becoming a people manager.

Ways to Demonstrate Your Potential as an Effective People Manager
Demonstrating your potential to be a good people manager involves showcasing a blend of interpersonal skills, leadership qualities, and relevant experiences.

Here are some effective ways to show that you are ready and capable of being a successful people manager:

1. Mentor or Coach Others: If you have opportunities to mentor or coach colleagues, take them. This shows your interest in others' development, a crucial aspect of people management. Provide guidance, feedback, and support to your peers or junior colleagues.
2. Build Strong Relationships with your peers and other leaders: Cultivate positive relationships within your team and across the organization. Show that you can collaborate effectively, build trust, and maintain a professional network. Good managers often have strong relational skills and are respected among their peers and leaders.
3. Exhibit Strong Communication Skills: Effective communication is crucial for a manager. Demonstrate your ability to listen actively, articulate ideas clearly, and communicate in a way that is both respectful and assertive. Show that you can convey complex information succinctly and adapt your communication style to different audiences.
4. Demonstrate Leadership in Current Role: Take initiative and lead projects or teams, even if it's not a formal part of your job. Show that you can guide a project to successful completion, motivate team members, and handle the responsibilities that come with leadership.
5. Be a Problem Solver: Exhibit your ability to identify issues, think critically, and come up with effective solutions. Managers often need to tackle challenges head-on and navigate through complex situations.
6. Show Emotional Intelligence: Emotional intelligence is key in managing people effectively. Demonstrate your ability to understand and manage your own emotions, as well as to empathize with others. Show that you can handle stressful situations calmly and help resolve conflicts.
7. Be a Role Model: Consistently display professionalism, ethical behavior, and a strong work ethic. Managers need to set the standard for their team, so demonstrate the qualities you would expect in your team members.
8. Seek Feedback and Show Adaptability: Actively seek feedback on your performance and be open to constructive criticism. Show that you can adapt your approach based on feedback and changing circumstances, a necessary skill for any manager.
9. Engage in Continuous Learning: Show your commitment to personal and professional growth by engaging in continuous learning. This could be through formal education, workshops, or self-study, especially in areas related to leadership and management.
10. Understand the Business: Demonstrate a solid understanding of the business, including its goals, challenges, and market position. A good manager should align team efforts with the company's strategic objectives.
11. Display a Positive Attitude: A positive attitude can be infectious and is vital for maintaining team morale. Show that you can remain optimistic and solution-focused, even in challenging situations.

By demonstrating these qualities, you can effectively indicate your readiness and suitability for a people management role. It's about showing that you not only have the necessary skills, but also the right mindset to lead and manage a team effectively.

Final Words 📖

Ultimately, the decision to become a people manager is a deeply personal one. Weigh the rewards and challenges carefully, and take time to assess your own motivations and aspirations. If the calling to lead resonates with you, actively cultivate the skills and seek the opportunities to make your transition smoother. Remember, leadership isn't just a title; it's a journey of growth, impact, and constant learning.

As you contemplate the move to people management, also consider the broader implications of your decision. Beyond your personal and professional growth, your leadership will have a lasting impact on those you manage. A great manager shapes not just the work environment, but also the careers and lives of their team members. By developing a culture of trust, innovation, and collaboration, you contribute significantly to your organization's success and to the personal satisfaction of your team. The role of a people manager, therefore, extends beyond mere oversight—it's about creating a legacy of positive influence and meaningful change.

Next Steps 🚀

1. Successfully transitioning to new leadership roles
2. New leadership for a new era of thriving organizations
3. How To Make the Transition To Management: 10 Steps for Success
4. Stepping into a Leadership Role? Be Ready to Tell Your Story