So, YOU want to be a manager?

There are times when a person is promoted purely on seniority.

“Joe’s worked five years in the company, it’s high time he became a supervisor.”

So Joe becomes a supervisor, and mucks it up. Things go awry, and everyone blames Joe for not doing a good job. Is it really his fault though?

Scenarios like these are not surprising. Some people flourish and grow in a management role, others not so. They like a stable environment where routine is a comfort, instructions are given and obeyed, and there is no pressure in being expected to manage others.

In short, these people make poor managers, but it is not their fault at all. They were simply thrust into an uncomfortable job, and do not excel at the new role. It could be communication issues, an inability to show appreciation for work done, a lack of will to fight for what is right, micro-management (being unable to delegate tasks), or something as simple as not being a team player. It might sound strange, but not everyone works well in a team, especially when leading a team.

That being said, it is a PITA working under managers like these because of their various deficiencies in the role, which in turns leads to disheartened employees leaving the company due to poor leadership and representation.

Therefore, some thought must always be given when promoting employees to roles of responsibility – do they have the potential to lead, and more importantly, do they want to?

Careful evaluation of the personality, capabilities and career motivation is required here.

4 thoughts on “So, YOU want to be a manager?

    1. PR: Not saying training is unimportant, but I’m of the opinion that training enhances the ability, it does not grow something out of nowhere.

      Say if you are a naturally smooth talker, training makes you better. If you were a shy awkward introvert to begin with, training might make you a decent talker in social situations, but I doubt it would magically turn you into something else.

      A technician (i.e. someone who performs tasks) can be trained, but a manager is another level altogether. I do not really believe that every person out there can be trained into a competent manager, there are just people who are incapable and should never be placed into that kind of role.


  1. Situation might force a person to develop – not to a perfect somebody but at least someone who can do a decent role.
    Sometimes it’s just a title. The stress part is when you are the only Manager in the department. Places like banks whereby there are a lot of VPs / AVPs in the department, it is just a title.


    1. PR: ok, I’m not talking about the title here, I’m talking about the role requirements. The title is irrelevant on this topic so let’s not rehash the title thing. I agree a title is just a title.

      Granted your point about different situations forces growth on a person is valid, but a managerial role is not something that IMO, can be “forced”. Either you have the makings of a manager, or you don’t. Some people are better at execution, others are better at planning, some are good at managing. That’s simply how it is. I’m not saying everyone can’t be a decent manager, but there are people who should not be promoted into a managerial role simply because they have worked long enough – that’s simply how I view it.

      If the management chooses to employees to supervisory/managerial capacities based on length of employment, all I can say is they are simply using an incorrect yardstick and making other employees’ lives miserable in the process.

      You have been working for as long (if not longer) than I have, you should have come across these exceptions. I’m just not sure why we are debating on this heh.


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