I run a variation of this post the day before every New(er) Manager Development cohort kick-off. (January 2025’s group includes 12 emerging leaders who will be with me for 5 months in this blended cohort/coaching program. We’re enrolling for our Spring/Summer session now.)

This article reminds me why I’m so passionate about the individuals closest to where the work happens to inspire, motivate, engage, and promote innovation, growth, and accomplishment in our organizations. When working with my senior leadership clients, I push them to recognize the potential for value-creation from managers and to start rethinking how they define, select for, and develop the individuals in this role. For too long, managers have been the first cost-cutting line in downturns and on the low end of professional development investment. That’s a mistake, but this is a topic for another day.

For now, I share the reasons why you might love the role of manager.

Six reasons why you might love the role of manager 

1. Learning to manage effectively tests your mettle

There are few transitions you will encounter in your life or career that are more challenging than shifting from contributor to manager and then learning to do the job competently. Along with the move to CEO, this is one of your Everest moments. As the saying goes, “What brought you here won’t get you there.” If you thrive on challenges, shifting to manager is a commitment to signing up to be responsible for creating an environment where others are able and inspired to be at their best. 

2. Managing is a creative endeavor

We don’t think of managing as a role that demands creativity. I challenge you to rethink that perspective. Imagine the opportunity to meld a diverse group of individuals together to solve problems, deliver services, support, learn, improve, and inspire each other. While different than painting a picture or writing a book, today’s manager is a coach, teacher, motivator, sponsor, sometimes conductor, and often, a guide. Few roles roll up all of those positions into one. Leave any of those out, and you invite trouble. Get them right, and you create high performance and innovation. 

3. Managers have the opportunity to scale their impact 

One of my favorite responses to the question, “Why did you get into management?” came from a newly retired CEO reflecting on his career. His answer: “I enjoyed my engineering work but realized I could create much more for my firm by leading a team of engineers.” In my career, I was a decent product and marketing manager. By committing to leading and managing, I had the pleasure and privilege of building multiple market leaders in different industries and supporting people who ultimately achieved levels they might not have imagined. 

4. You get to help good people succeed 

While every manager is challenged to navigate the occasional challenging character, working around and supporting people interested in doing their best and growing in their careers is energizing and fulfilling. If you care for people, supporting their efforts is a privilege.

5. There’s a daily test 

One of my favorite insights was gained from an individual who, every morning, would prepare herself to succeed at each encounter in the upcoming day. She confessed that she rarely succeeded at creating value 100% of the time, but each day, it was the rock she needed to push up the hill. Every day is different, but the challenge for you is to be you at your best. I love this daily test!

6. Get it right, and you will look back and marvel at your impact. 

If you put your heart and soul into this work, someday, you get to look back just for a minute at the people you helped launch into their careers and genuinely marvel at what they’ve achieved. There’s the person you gave a break to who’s now running a business. And the person you worked hard at coaching back from the brink of the job is now a successful executive. And you smile because you had the opportunity to support them for one brief step during their respective journeys.

The bottom line for now:

Did I mention that managing in this era is tough? That the transition from contributor to manager is difficult? There’s nothing easy or glamorous about this role. Yet, I love the work and the ability to create, help, innovate, and support others. I love the work of managing and leading. If you are thinking about shifting to manager, think about the role in the context of what we need moving forward, not the role of manager as supervisor that has been practiced for too long. And if the ability to create while testing yourself is appealing, try it on for size. You might find it’s the role of a lifetime.

Art's Signature

 

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Consider the New(er) Manager Program for yourself or your team. It’s five months of learning and growth, supported by a great cohort and the coaching essential for growth.