Why Become a Manager?

Why Become a Manager?

Posted on 02. Oct, 2011 by in 1 Leadership, People & Change

Why do so many of us strive to become a manager?

Some do it for personal achievement, money, prestige. Others are pulled in by the allure of making a difference. For another set of people its all the above.

I suspect those who seek management for the first reason do so somewhat automatically; It’s what we do. After all, it’s why we go to college. It’s what we’re taught. It’s how organization’s are designed.

The first reason, though, isn’t enough today. We have enough managers who came up through the ranks with achievement in their minds, money in their eyes, and prestige in their hearts.

The second reason is aimlessly idealistic and by itself will disillusion the starry-eyed manager.

As for the combination of the first and second reasons? It’s a little chaotic.

But what about a fourth reason to become a manager? Keep the achievement, making a difference, money, and drop the prestige.

Become a manager to achieve personal goals.
Become a manager to do meaningful work.
Become a manager to help teams’ achieve success. Help the company achieve success.
Become a manager to help employees’ achieve career and personal goals.
Become a manager with the impression upon your heart to help others do good, to make a difference.

Let these be core inputs into your reasons for becoming a manager.  Let your work speak for itself.

Pursue money goals knowing that your work speaks for itself.
Pursue money goals knowing that you’ve helped people reach their goals.

Become a manager who raises others up as you move up or move along. That’s the type of manager we need to see more of in business today.

Tags: ,

10 Responses to “Why Become a Manager?”

  1. Valerie Iravani

    02. Oct, 2011

    Shawn,

    Thanks for this article. I’m a manager and teacher at the heart of all I do. It”s not easy, and I’m definitely an idealist – and have many times become disillusioned. Disillusioned with executives who don’t walk their talk, disillusioned with employees who have no internal standards to excel and consider themselves ‘victims’, and disillusioned with fellow managers who have no interest in their direct reports.

    But I keep coming back with a full heart to try again to make a different to fellow employees. There is so much we can do for each other, while we learn new skills and grow our careers. As a servant manager, I believe I support my employer through supporting my employees’ great performance!

    I just successfully management myself out of a job, but I know the team remaining behind is a cohesive group who now know how to support each other’s success without me in the works, and in spite of any potentially poor management to follow.

    Such simple concepts, but so important to me. Thanks again for the post.

    Reply to this comment

    • Shawn Murphy

      02. Oct, 2011

      Valerie,
      You, I’m sure, feel good about having positioned your team to continue on their good work even in your absence. Wherever your next step takes you, Valerie, I know you’ll pour your heart and wisdom into it. Lucky for your team.

      Shawn

      Reply to this comment

  2. Chris Ziomek

    02. Oct, 2011

    Great points Shawn. You clarify the key motivations and traits of great managers. In my simple sports terminology, I have found that most people want to be great star players and few have the desire or talents to be great coaches. It takes a desire to make a difference through the achievement of others. Thanks for the post!

    Reply to this comment

    • Shawn Murphy

      02. Oct, 2011

      Chris,
      Just got to love the parallels between sports coaches and managers. The wisdom just sticks out like a sore-thumb.

      I appreciate you coming by, Chris. Businesses exceed previous levels of success when employees’ talents and passions are unleashed and promoted by the company’s managers.

      Shawn

      Reply to this comment

  3. Michelle Rand

    02. Oct, 2011

    I found this post very interesting. In my company we are seeing a strong number of individuals leave management finding the ROI is not there. In the time of extensive cost cutting, pushing more work on employee that remain after lay offs, and moving work to lowest cost talent pools it can really drain someone. I think if we did a better job up front ensuring we put the people in the mgmt jobs that could handle all those stressors (such as the points above) we would see better success.

    Reply to this comment

    • Shawn Murphy

      02. Oct, 2011

      Michelle,
      Astute observation, Michelle. The dysfunctional scenario you explain is evident, in some fashion, in most companies across the country. I’d add to your observation the importance for companies to develop and strengthen their managers’ leadership-awareness (how they lead) and ability to adapt to complex times.
      When a company’s senior managers can lift it’s head up and look to longer-range solutions to complex problems, we just might see different response than the one you highlight in your comment.

      I appreciate you stopping by and commenting, Michelle.
      Shawn

      Reply to this comment

  4. Duane Nicholson

    02. Oct, 2011

    Thanks Shawn,

    You have some great points. Giving meaningful feedback to your employees is a way to help employees’ achieve career and personal goals. I’ve found this to be lacking in the workplace. Your team is only as good as the weakest person. So, coach your employees to be successful for now and the future.

    Reply to this comment

    • Shawn Murphy

      02. Oct, 2011

      Duane,
      I cringe when I hear managers and supervisors tell me they don’t have time to coach or give feedback. In fact I’m working on a guest blog post that includes this very topic. I don’t think those who say it realize the implications.
      Shawn

      Reply to this comment

  5. Doug Rice

    03. Oct, 2011

    Shawn,

    Great article! I’ve always wanted to go into management to write the many wrongs that exist in the workplace today. I’ve seen so many managers unapologetically make bad business decisions regarding both employee morale and customer services. Many managers today have a ‘boss’ mentality rather than a leader ‘mentality.’ I want to be a manager so that I can change management as a profession and perhaps, through my success, inspire others to think of managing differently.

    Reply to this comment

    • Shawn Murphy

      03. Oct, 2011

      Doug,
      I believe your passion to make a difference is already evident – regardless of the title of manager. Carry that into your first management role. It will be challenged. But that’s part of the development process. Find your center (personal values and purpose, team vision, learning-centered, encourage not judge, and so forth) and use it to guide you to make good people and business decisions.

      Shawn

      Reply to this comment

Leave a Reply