Not everyone wants to manage

...that said, not everyone who manages employees should be managers. Many people in management roles are God awful at managing people and some never wanted to be a manager, but they realized that this was the only way to make more money. There is your first issue.

When you have an archaic career tract within your company that doesn't consider how to grow people outside of becoming a manager, you are doing a disservice to your business.

Outside of that, some subject matter expert's skillsets are MUCH more needed than the ability to manage people. You can throw a non-SME (subject matter expert) into a people manager role that is good at handling the people side of things & it work 10x better than taking away time from something such as hard core engineering work, for example, or a doctor that is an amazing brain surgeon but sucks at peopling. It's not to say that some engineering/doctor managers can't be both! However, whether you like the reality or not - some people will never be good at managing employees.

PUT THE RIGHT PEOPLE IN THE RIGHT SEATS!!

How many times have you heard that? It's time to start implementing that methodology. Another take on sole contributors is something I can tell you from personal experience. I am an introvert. I do not enjoy being on a team GASP I know, I know...don't cancel me lol. It's deeper than surface level, so walk with me.

I know myself & I thrive working alone. This is societally frowned upon, but the reality is - if you want something done and done well you can give me the keys and it'll get done. I am not alone in this 'type of working style'. Great leaders know where to put people that can bring the most value to the company. It's red tape of company policies that get in the way and need revamped.

Not every position needs to be heavily team focused. This is not to say teamwork isn't essential, it is...but this article is specifically talking about how we all need to take a deeper look at how to utilize sole contributors to the company's advantage (which also appeases the worker - so it's a win win).

Tech-Tracks vs. Managerial Tracks

This is what companies need to consider, but I know from experience that people stray away from this because it "takes time" and then you must figure out the financials of it all...yes, it takes work. The work is worth it.

The above image is a simple example of how these tracks are delineated. Some people just want to stay SME's so they can do what they are great at & enjoy and go home. There is nothing wrong with this. This does NOT mean someone is a quiet quitter, let's stop the madness. Stop wasting time putting square pegs in round holes. You waste time and money as well as great talent when you don't put forth the energy of making the proper career path's for your employees.

Recap:

1. Some people don't want to be in management
2. Some people are terrible managers & need to not be one
3. Some people are amazing at being a SME and they shouldn't be forced into doing something that is outside of that when their value is staying a SME
4. Some people don't like being on teams, but they aren't bad people
5. Some people work best alone & the business would profit from it
6. Teamwork is important
7. A team isn't always needed
8. Tech Track vs. Mngt Track

Have you experienced the value of this? Let the people know!