Why do you want to become a manager? Take stock before you act.
Start by assessing the reasons behind your choice. Some may be external: professional recognition, better pay, a private office (in a hybrid or shared work environment), or greater influence within the organization. Others are more internal: the desire to help others grow, take on a new challenge, or find a different meaning in your work.
And sometimes life plays tricks on you and you find yourself in a management position due to:
- a “technical promotion,” because you are the best in your field of expertise;
- organizational necessity: no other candidates came forward or to prevent you from resigning.
In these cases, the question “do I really want this job?” is often relegated to the background.
However, management is not about excelling technically, but about investing in the development of the people around you, distributing tasks effectively, and ensuring that the team has everything it needs to achieve its collective goals.
From colleague to manager: a sometimes unsettling transition
Moving from colleague to manager requires emotional adjustments. No longer sharing everything with your former colleagues, but also supervising, prioritizing, arbitrating, making decisions... these are all responsibilities that can generate feelings of isolation or discomfort.
It is not uncommon for new managers to feel stressed or even doubt their abilities. This is normal and encourages them to develop a learning mindset, seek help, and reconnect with humility. A good manager does not pretend to know everything; he or she asks questions, listens, and learns from mistakes.
Qualities that are too often overlooked in a good manager
Contrary to what we sometimes hear, a good manager is not “naturally charismatic” or effective in their decisions. These qualities, which are too often overestimated, do not guarantee strong relationships within a team or long-term effectiveness.
Conversely, less spectacular but essential qualities are often underestimated:
- patience to give individuals time to adapt;
- consistency to build trust through fair decisions;
- self-awareness to understand one's biases and emotional triggers;
- and above all, continuous learning.
Being a manager means regularly training yourself, whether it's in effective delegation, difficult communications, active listening, mobilization, or managing generational and cultural diversity. Whether you have two months or twenty years of management experience, there is always something new to learn.
Common mistakes made by newly promoted managers
A common pitfall is to keep all the technical tasks you had before, while adding managerial responsibilities. This is a surefire way to become overworked and feel like a failure. The solution? Learn to delegate wisely. This is not a sign of weakness, but of confidence in yourself and your team.
Micromanagement, while reassuring on a human level, is also a pitfall to avoid. It often reflects a lack of confidence in yourself or your employees. Ultimately, it demotivates the team and undermines the work environment.
Turning down a management position: clear-headedness, not failure
It's important to remember that choosing not to become a manager is neither a failure nor an admission of incompetence, but an act of clear-headedness and maturity. It's perfectly legitimate to be happy and successful without being a manager. And there are other paths for advancement within the organization: becoming a senior expert, mentor, internal coach, or influential leader.
Before accepting a management role, ask yourself:
- What am I really good at?
- What makes me happy at work?
- What values am I willing to uphold on a daily basis?
And if you've already taken the leap but are still feeling uncertain, remember that it's never too late to readjust your aim. Taking a step back, asking for support, getting training, or, if necessary, considering a return to a position that suits you better are also signs of leadership.
In conclusion
Just because you are offered a ladder does not mean you have to climb it. The important thing is not to climb the ladder for the sake of climbing it, but to make sure it leads in the direction that suits you best. And if it's the right path, then equip yourself with training, mentors, tools, and a network. And move forward at your own pace.
The role of manager is demanding, but also deeply human. Take the time to prepare yourself properly. You (and your team) will all grow from the experience.
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