Do we have a new manager crisis coming?

In the past few weeks, I've talked to a number of clients who said "oh hell no" to the idea of making the leap into management. And these were folks who had that leadership mojo, that EQ, that empathy, and even the desire to develop others. And still, they were not interested in a formal role doing it.

So got me thinking; why are folks dodging management roles like it's a career ending decision?

My take? The traditional appeal of climbing the corporate ladder to secure a management position is losing its luster for many professionals. They're spotting the signs that being a manager isn't a cakewalk—it looks more like a marathon with hurdles. And here's the twist: a lot of those hurdles are because the leaders at the top, who are choosing the next generation of managers, often ascended based on their technical skills, not their leadership chops. It's like a game of musical chairs where no one taught the players how to dance.

Now, these new managers aren't just expected to lead; they're also expected to carry on with their previous job responsibilities. That's not just unfair, it's unworkable. It's akin to asking someone to paint a masterpiece while also baking a soufflé—both tasks demanding full attention, but when juggled together, likely to end in a mess.

We need to stop the cycle of untrained leaders perpetuating more of the same. It's about time we clear the decks for new managers, giving them the real opportunity to lead, free from the shackles of their former roles. Proper training, support, and space to practice leadership should be the norm, not the exception.

So, let's take a fresh approach. Let's mentor potential leaders early on, give them room to learn and grow, and when they're ready to take on a management role, let's allow them to dedicate themselves fully to it. By doing this, we can build a robust, supportive management culture that's not just about maintaining the status quo, but about fostering genuine growth and success for everyone involved.