Starting with No: Why Most People Shouldn’t Be Managers

🌈 Abstract

The article discusses the considerations and challenges around transitioning from an individual contributor role to a management role. It provides insights and advice on assessing one's suitability and readiness for a management position.

🙋 Q&A

[01] Being Offered a Management Role

1. What are some key points the author makes about taking on a management role?

• Management is a role where good performance may go unnoticed or unappreciated, as people tend to focus more on problem-solving than analyzing reasons for success
• It can be difficult for people to give up a prestigious title and position, even if they realize the job satisfaction has decreased
• The author discourages people from "testing out" a management role unless they are genuinely willing to revert to their previous position

2. What are some signs the author suggests indicate someone may be a good fit for a management role?

• Deriving joy from helping people and making things better
• Having a growth mindset, empathy, strong communication skills, and strategic thinking
• Being self-aware and understanding one's strengths and weaknesses

3. What are some red flags the author identifies about the engineer considering the management role?

• Challenges with influencing without authority and the wrong motivators for the job
• Considering leaving the team, which the author says is a harsh environment for a new manager
• The setup not being nurturing for a new manager, with unmotivated peers and an absent manager

[02] Developing Leadership Skills

1. What advice does the author provide for developing leadership skills?

• There is no easy way, but the author offers to share their experience if there is demand for a practical guide on developing leadership skills
• Seeking mentorship from reputable leaders and observing how good and bad leaders behave can be helpful

2. What does the author say about the difficulty of giving up a prestigious title and position?

• The author has learned that it is very hard for people to admit they made a mistake and take a perceived demotion, even if they recognize their job satisfaction has decreased.