I’ve noted a recent shift in the tone of many individuals joining my manager development programs. Interestingly, they’re present for the skills development, but they’re uncertain whether they want the responsibility of working as a direct manager. I’m sensing a sea change in thinking.

Many of these individuals expressing doubts about the formal work of managing are indirect managers, including team leads, project managers, and product managers. For some, there’s no need to formalize their roles. “I don’t want the headaches and frankly the responsibilities that come with being someone’s direct report-to manager,” offered one program participant. The group discussion was supportive of this statement.

Others are disillusioned with what they perceive is the practice of management. They look to their managers and see a plethora of micromanagers or dictatorial individuals who demand everything and offer little in terms of support and development. No wonder the role looks unappealing.

While my observations are anecdotal, my friend Julie Winkle Giulioni in a recent article cites a research study via Invanti that suggests this lack of interest in leading is a broader trend. The gist of the study is that 71% of employees are saying no to a promotion, preferring working from anywhere instead. The more disturbing element is that many are being pushed into roles they don’t want.

Yikes! Nothing good happens when individuals are pushed into formal managerial roles.

In my decades of experience coaching and developing managers, the most successful are the ones who deliberately pursue the work and dedicate themselves to helping others as a means of helping their organizations. Unfortunately, many/most don’t have that noble motivation, and the results are potentially catastrophic in organizations where unfit managers wreak havoc on teams and individuals.

It’s Time to Refresh the Role of the Manager and the Work of Management

I believe our old way of thinking about the role of the manager and the work of management is obsolete. The Industrial Revolution called and they want their role back. We’re due for a refresh, and in my article at SmartBrief on Leadership on this topic, I share:

Given the complexity of our environment today and the myriad existential issues facing organizations, industries, and even humanity, we need to find new ways to harness the creative and productive power of inspired people, not send them running out the door or leave them idling in place. It’s time to replace the manager model.

To that end, I offer three ideas (see the article for details)

  1. Reevaluate the work—and yes, consider a name change for the role
  2. Rethink new manager identification and development
  3. Amp up manager coaching and development from day one

Armed with a fresh view on a role designed for today’s world and supported by the right development, we might just make formal leadership roles attractive and compelling for the right people. And for everyone’s sake, let’s not force people into roles they don’t want.

The Bottom-Line for Now:

The old supervisory model and mentality are obsolete. The essence of the new role is empowerment and support. Perhaps instead of having individuals write off the opportunity to contribute to others and their organizations in unique ways, we might just build the next generation of great leaders. I’ve checked, and we need more of those great leaders!

Art's Signature