They were placed in their management positions because they were strong individual contributors and high performers.
The Boss You Don’t Want to Be
Claire Lew

Is this not the thing they had in common, and they were actually both promoted out of their area of expertise? Or, worse, chose to be managers because that was the only logical path to more money?

There’s a great article by Ted Bauer which says…

“Most bosses don’t want to be bosses. They don’t want direct reports. They just did it because it was the only way to make more money at that company.”

Threaded to this is the idea that management is the natural progression of career paths. Many businesses haven’t realized that high-performing, individual contributors that are experts in their respective fields can be leaders without needing to manage people.

I personally don’t wake up in the morning thinking, “What can I do to get the most out of my team / this person?” Instead, I wake up thinking about the single thing that I can design/build/prototype/do that would make a difference — working alongside a key group of other semi-autonomous people.

I’d make a sh** manager, if I was one, because I’m not wired to manage and get the most out of others. I’m wired to get the most out of myself, really. And I’m fortunate enough to be in a space that values my contribution without feeling the need to promote me to a manager.

Perhaps these two are the same, but made the wrong choice?

I don’t want to be that boss.

Show your support

Clapping shows how much you appreciated Jon Edwards’s story.