The Development of a Manager: A Game of Gaining and Losing Points

The development of a manager is a game where points are earned or lost based on the complexity of decisions made—whether difficult or easy.

Let me make two clarifications right away. First, “decisions” means solving managerial dilemmas, not simply approving employees’ proposals within operational activities. Second, we discuss difficult and uncomplicated decisions, not right or wrong ones.

An easy decision is obvious, effortless, and requires no compromises. It often entails additional costs, disregards long-term consequences, and focuses solely on immediate resolution. Conversely, a difficult decision always involves a choice where there is no clear right or wrong answer. It may worsen the system in the short term but have a strategic impact in the future. Its consequences might upset someone, spark outrage, trigger a media backlash, or lead to significant financial losses, ultimately balancing the business.

Now, back to the managerial game. Try this: give yourself one point whenever you make a difficult decision. When you opt for an easy and obvious one, deduct a point.

Did you solve a problem by throwing money at it? Avoid making a decision altogether, hoping it would “resolve itself”? Postponed an issue indefinitely? Took on “management debt”? Choose a superficial, obvious solution? Delegated the problem away, internally or externally? Compromised your values for financial gain? Deduct one point for each such action.

On the other hand, did you dare to fire a toxic employee, even if it disrupted company processes? Shut down an unprofitable project despite heavy prior investment? Terminated a partnership that contradicted your values, even at a significant financial loss? Cleared up “management debt”? Choose the “lead bullets” over the “silver ones”—finally tackling a systemic issue stalling your growth? Each of these actions earns you one point.

At the end of the year, tally up your added and deducted points. You have grown and developed as a manager if the result is above zero. If it’s negative, accept that you are no longer progressing as a management professional—you have stopped making difficult decisions and, ultimately, stopped doing your job. Of course, some decisions fall into a gray area, but deep down, an honest person always knows whether they made the tough or the easy choice.

By the way, this “before and after” delta—the difference between where you started and where you are now—is the key indicator of a skilled manager. My favorite business school awards an annual Dean’s Award to just one graduate in each MBA class—the person with the most extraordinary delta between their first day and graduation.

But you don’t need a business school award or a Forbes article to validate your growth. Just start playing this game—making difficult, real decisions. You’ll enjoy it because it will make you a better manager daily.