Why You Need to Know Why You Want to Be a Manager Before You Become One

Tune to article :-) Click and Listen: You Can't Get What You Want (Till You Know What You Want)

Introduction:

In my role as Director for Solution Engineering in the UK, I encountered a scenario that perfectly illustrates the critical importance of understanding one's motivations for pursuing a managerial position. Among my team was an individual of exceptional intellect and skill, a truly brilliant mind. However, this individual was noticeably struggling in their role as a manager. Their technical and strategical prowess was undeniable, yet it became increasingly clear that more than those skills is needed to seamlessly translate into effective leadership. This experience within my own team highlighted a vital lesson: the journey to becoming a successful manager begins not with a promotion but with a deep, introspective understanding of why one aspires to lead. It's a realization that reshaped our approach to leadership development, emphasizing the need to align personal motivations with the responsibilities and challenges of management.

Choosing Your Path: Management vs. Individual Contribution

In my perspective, understanding the difference between choosing a managerial role and remaining as an individual contributor (IC) is not about ranking one over the other, but about recognising them as distinct specialisations. This understanding is fundamental in guiding one's career choices, and it is closely tied to knowing one's personal motivations.

The Essence of Motivation in Career Direction ?????????????????????????????????????????????????????????????????????????????????????????????????????????????????

• Personal Motivations: It's crucial to introspect and understand what indeed drives you. For some, the motivation to manage might stem from a desire to lead and influence, while others might find deep satisfaction in honing a specialised skill as an IC.
• Beyond Monetary Incentives: Often, people consider transitioning into management for higher income. However, I believe that money alone is a less sustainable motivator. True fulfilment in any role, managerial or otherwise, comes from alignment with your core motivations and passions.

?Management as a Specialization

• A Different Set of Skills: Management requires a different skill set than being an IC. It's about strategic thinking, empathy, communication, and the ability to motivate and nurture a team.
• Equal Value: Both managers and ICs are equally valuable. A successful organisation thrives on the strengths of both roles — the strategic leadership of managers and the specialised expertise of ICs.

?Reflecting on Your Career Path

• Self-Reflection: It's important to ask yourself where your strengths and interests lie. Do you enjoy the nuances of leading a team, or do you find more satisfaction in deep-dive expertise?
• Long-Term Satisfaction: Career satisfaction in the long run is more likely when your role aligns with your personal motivations and strengths rather than external factors like salary alone.

Whether you choose the path of a manager or an individual contributor should hinge on your personal motivations and where you see yourself making the most impact. Understanding these motivations is key to a fulfilling career, in whichever direction it may lead.

Thesis

The cornerstone of effective leadership and career fulfilment in management lies in a fundamental understanding of one's underlying motivations for seeking such a role. This thesis posits that the clarity in why one aspires to be a manager is not just beneficial but essential. It argues that this self-awareness is the key to unlocking potential, guiding career trajectories, and ensuring that one's approach to management is both effective and personally satisfying. Without this foundational understanding, a manager may possess the necessary skills but lack the direction, authenticity, and passion required to lead successfully and find fulfilment in their role. Therefore, knowing the 'why' behind the desire to manage is as critical as any technical skill or experience, forming the bedrock of impactful and meaningful leadership.

Read more: Understanding Motivations for Becoming a Manager: "How Self-Awareness Makes You a Better Manager" from Harvard Division of Continuing Education explores the importance of self-reflection and growth for managers. Read more at Harvard DCE..

Overview

This article will take into account the various facets that underscore the importance of understanding your motivations for pursuing a managerial role. We begin by exploring how self-awareness about one's reasons for becoming a manager is integral to personal growth and the development of effective leadership skills. Next, we'll discuss the alignment of these motivations with the development of managerial competencies, highlighting how this alignment enhances one's ability to lead successfully.

We will also examine the concept of authentic leadership and how understanding your 'why' contributes to becoming a more genuine and effective leader. The article will then navigate the role of this understanding in strategic career planning, emphasizing its importance in choosing the right opportunities and paths in management.

Also, we'll explore how knowing your motivations aligns with making a meaningful impact within an organization, benefiting both the individual manager and the wider company. We will delve into how this self-knowledge fosters resilience and adaptability in the face of management challenges and how it guides ethical decision-making.

Finally, we will conclude by talking about the link between understanding your motivations and achieving personal fulfillment and job satisfaction in a managerial role, which is why this self-awareness is not just a professional asset but a cornerstone of a fulfilling career in management.

Section 1: Self-Awareness and Personal Growth

• Self-awareness is a foundational aspect of understanding your managerial motivations and is crucial for effective leadership. It's a process that involves self-reflection, observation, and growth and is essential for anyone aiming to become a truly effective manager. This ongoing process is particularly vital as the skills that help individuals ascend the career ladder sometimes differ from those needed for successful leadership. For instance, while technical skills might earn someone a promotion, managerial roles typically require a stronger focus on interpersonal communication skills and an understanding of how one's actions impact others and the organization. The importance of self-awareness in leadership is also highlighted by the fact that it enables leaders to adjust their behaviour to become more inclusive and democratic in decision-making. This not only improves the leader's relationship with their team but also enhances their overall leadership effectiveness. Leaders who need more
• self-awareness may rush into situations unprepared, potentially overestimating their abilities to handle challenging projects. On the other hand, leaders who are self-aware tend to be more productive, as they are conscious of the actions and behaviours they should avoid, which could otherwise be time sinks. Moreover, self-awareness is not just an inherent trait but also a skill that can be developed over time. Developing self-awareness involves using feedback tools, such as personality tests and 360 feedback from peers, direct reports, and supervisors, to gain insights into one's behaviour and how others perceive it. This approach is crucial for growth in self-awareness and overall career improvement. Asking for feedback regularly and being open to this feedback is essential for developing a clear understanding of how one is perceived versus how one perceives oneself.
• Self-knowledge significantly contributes to personal growth and development as a leader in several ways:
• Enhanced Emotional Intelligence: Self-knowledge helps leaders develop emotional intelligence, a key aspect of effective leadership. By understanding their own emotions, motivations, strengths, and weaknesses, leaders can better manage their responses and reactions. This awareness also aids in empathizing with others, understanding team dynamics, and responding appropriately to various situations.
• Improved Decision-Making: Leaders with a deep understanding of their values and principles are more likely to make decisions that align with these core beliefs. This consistency in decision-making fosters trust among team members and contributes to a cohesive organizational culture.
• Effective Communication: Knowing oneself aids in clearer and more effective communication. Leaders who understand their communication style can adapt their approach to various situations and individuals, enhancing their ability to convey messages, listen actively, and resolve conflicts.
• Authentic Leadership Style: Self-knowledge enables leaders to develop an authentic leadership style. Authentic leaders are genuine, transparent, and true to themselves, which not only makes them more approachable but also inspires trust and loyalty among their team members.
• Resilience and Adaptability: Leaders who are aware of their own coping mechanisms and triggers can better navigate stress and change. This self-awareness is crucial in today's rapidly evolving business environment, allowing leaders to remain flexible and resilient.
• Targeted Professional Development: Understanding one's own areas of strength and weakness allows for more targeted professional development. Leaders can focus on improving specific skills and seeking experiences that align with their growth areas, leading to more effective leadership.
• Enhanced Self-Regulation: Leaders with high self-awareness are better at self-regulation. They are more capable of controlling impulses, managing disruptive emotions, and staying focused on long-term goals, which are essential qualities for maintaining professionalism and credibility.
• Inspirational Motivation: Self-knowledge helps leaders understand what motivates them, which in turn can be used to inspire and motivate others. A leader who is driven and passionate about their work can ignite similar feelings in their team members.
• Relationship Building: Leaders who understand themselves are often better at building and maintaining relationships. They can recognize how their behavior affects others and adjust accordingly to foster positive interactions and build strong, collaborative teams.

Read more: The Role of Self-Understanding in Career Progression: "The Role of Self-Understanding in Career Development" by Psychology Today examines how self-awareness can influence your career trajectory. Read more at Psychology Today

Section 2: Aligning Skills with Managerial Roles

Effective management requires a diverse set of skills, which can broadly be categorized into the following areas:

• Leadership: This includes inspiring and motivating a team, setting a vision, making strategic decisions, and leading by example. Leadership also involves empathy and the ability to understand and manage one's own emotions and those of others.
• Communication: Effective managers need strong verbal, written, and non-verbal communication skills. This includes the ability to listen actively, convey messages clearly, and engage in constructive feedback.
• Problem-Solving and Decision-Making: Managers are often required to solve complex problems and make decisions that can impact the entire organization. This requires analytical thinking, creativity, and the ability to evaluate options and consequences.
• Conflict Resolution: The ability to manage and resolve conflicts is crucial. This includes understanding different perspectives, mediating disputes, and finding mutually beneficial solutions.
• Team Building and Management: This involves creating a cohesive team, managing group dynamics, delegating tasks, and motivating team members to achieve their best.
• Time and Resource Management: Efficiently managing one's own time and the resources of the team or organization is a key managerial skill. It involves prioritizing tasks, setting goals, and ensuring that projects are completed within given timelines and budgets.
• Adaptability and Flexibility: The business environment is constantly changing, so the ability to adapt to new situations and challenges is essential.
• Strategic Planning: This involves setting goals and objectives, developing strategies to achieve them, and adjusting plans as necessary.
• Technical or Industry Knowledge: Depending on the field, a certain level of technical or industry-specific knowledge may be required to effectively manage projects and understand the work of the team.

Understanding your motivations for becoming a manager can significantly guide the development of these skills. For example:

• If your motivation is to inspire and lead a team, focusing on developing strong leadership and communication skills would be beneficial.
• If you are motivated by the desire to solve complex business challenges, honing your problem-solving and strategic planning skills would be key.
• If you are driven by the idea of creating a positive work environment and nurturing talent, developing skills in team building, conflict resolution, and empathy would be important.

By aligning your motivations with the development of specific managerial skills, you can ensure a more targeted and effective approach to your personal and professional development as a leader. This alignment not only enhances your effectiveness in your current role but also prepares you for future leadership opportunities.

Section 3: Authentic Leadership

Authentic leadership is a style in which the leader is true to themselves while leading. It's about being genuine and real in managerial behaviors, not hiding behind a title or facade. An authentic leader operates with transparency, has a strong sense of self, and is guided by their inner values and convictions. They lead with their heart, not just their head, and are not only focused on results but also on the process and the people who help achieve those results. This leadership style fosters trust, encourages open communication, and creates an environment where employees feel valued and empowered.

The importance of authentic leadership lies in its impact on the organization's culture and performance. Authentic leaders tend to build more robust relationships with their teams, encourage a more collaborative work environment and are generally seen as more trustworthy and ethical. These qualities can lead to higher levels of employee engagement, satisfaction, and retention, which are critical factors in an organization's success.

Knowing your 'why' contributes significantly to being an authentic leader. When a leader is clear about their reasons for leading, these motivations serve as a compass that guides their decisions, actions, and leadership style. Understanding one's own values, strengths, and weaknesses allows leaders to lead from a place of self-awareness and self-regulation, which are key components of authenticity.

For example, a leader who understands that their primary motivation is to empower others will focus on developing skills such as active listening, coaching, and supporting their team's professional growth. This alignment between a leader's personal motivations and their professional actions ensures that they are leading in a manner consistent with their true self, which is the essence of authentic leadership.

In practice, authentic leadership means that leaders are reflective and consistent—they practice what they preach, admit mistakes, and are not afraid to show vulnerability. This transparency and consistency between their beliefs and actions not only inspire confidence in their leadership but also encourage the same level of integrity and authenticity among their team members.

read more: Authentic Leadership: "The Authentic Leadership Guide: Definitions, Qualities, Pros & Cons, Examples" by Cleverism provides a comprehensive overview of authentic leadership. Read more at Cleverism

Section 4: Strategic Career Planning

Self-understanding plays a pivotal role in career progression, particularly in the transition to and success in managerial roles. A solid grasp of one's strengths, weaknesses, values, aspirations, and triggers is instrumental in carving out a career path that is not only successful but also fulfilling. Here's how self-understanding contributes to this process:

1. Strengths and Weaknesses: Knowing your strengths allows you to leverage them in your career, while understanding your weaknesses can guide you to seek improvement or support where needed. For example, a person with strong analytical skills but weaker interpersonal skills might choose to develop the latter to prepare for leadership roles or seek roles that value technical expertise.
2. Personal Values: Your values influence what you deem important in a job. If your value system is centred around innovation, you might seek out managerial roles in companies that prioritize research and development. Understanding these values helps you align your career with what makes you most content and driven.
3. Career Aspirations: Understanding what you ultimately want to achieve in your career can help you identify which managerial roles will help you get there. If your aspiration is to lead large teams, you might focus on developing leadership and team-building skills.
4. Motivations and Passions: Identifying what you are passionate about can guide you towards roles where you'll be more engaged and productive. For instance, if you're passionate about mentoring others, you might seek out managerial roles with a strong focus on team development.
5. Personality Traits: Recognizing whether you are an introvert, extrovert, or somewhere in between can help you choose the right environment and management style. Introverted leaders may excel in roles that require deep thought and strategy, while extroverts may thrive in more collaborative and dynamic settings.
6. Life Goals: Your personal life goals should align with your career choices. Understanding these can help you choose managerial roles that offer the work-life balance you desire.
7. Risk Tolerance: Knowing your comfort level with risk can influence the type of managerial role you pursue. Some roles require making frequent high-stakes decisions, while others may offer more stability and predictability.
8. Learning Style: Your preferred way of learning new skills can influence the type of development opportunities you seek as a manager. You might prefer hands-on experience, formal education, or learning through mentorship.

Section 5: Building Resilience and Adaptability

Management comes with a set of inherent challenges that can test the resolve and capabilities of even the most experienced leaders. These challenges include:

1. People Management: Balancing the different personalities, needs, and expectations of team members can be difficult. Managers must navigate conflicts, motivate team members, and foster a productive work environment.
2. Decision-Making Under Pressure: Managers often need to make quick decisions with limited information, which can be stressful and has consequences for the team and organization.
3. Change Management: Organizations are in a constant state of change. Managers must lead their teams through these changes, which can include restructuring, new technology, or shifts in company strategy.
4. Resource Allocation: Managers must often do more with less, making tough choices about where to allocate human and financial resources.
5. Performance Management: Setting clear expectations, monitoring performance, and providing constructive feedback are all challenging but essential tasks.
6. Workload and Time Management: Managers frequently face heavy workloads and must juggle numerous tasks and responsibilities.
7. Staying Informed and Relevant: Keeping up with industry trends, new technologies, and best practices is essential but can be overwhelming.

Understanding your motivations can play a significant role in navigating these challenges:

• Resilience: Knowing why you're in a management role can sustain you through tough times. This underlying purpose serves as an anchor, helping you remain steadfast in the face of adversity.
• Adaptability: When you are clear about your motivations, it becomes easier to adapt. You can align new situations with your core motivations, which can guide how you respond to change.
• Prioritization: Your 'why' helps in prioritizing tasks and responsibilities. You can focus on what's most important and aligned with your goals, which can reduce the stress of a heavy workload.
• Strategic Decision-Making: When your motivations are clear, decisions can be made in the context of your broader career goals, reducing the pressure of decision-making under uncertainty.
• Managing People: Understanding your motivations can improve your interpersonal relationships with your team. It can guide you in how you motivate, support, and develop your team members.
• Continuous Learning: If part of your motivation is personal growth and staying at the forefront of your industry, this can drive you to continuously learn and adapt, keeping you informed and relevant.

Read more: Challenges of Management: "What Are the Biggest Challenges of Being a Manager?" by The Balance Careers covers common challenges faced by managers and strategies to address them.

Section 6: Ethical Decision Making

Understanding one's motivations is intrinsically linked to the ability to make ethical decisions. This connection is beneficial for the manager, the team, and the organization as a whole in several ways:

For the Manager:

• Moral Clarity: A manager who understands their motivations is likely to have clear ethical principles that guide their decision-making. This clarity makes it easier to navigate complex situations where the right course of action may not be immediately clear.
• Consistency: When managers are guided by their internal motivations and values, their decisions tend to be more consistent. This consistency is key in upholding ethical standards within the organization.

For the Team:

• Trust: Teams are more likely to trust leaders who make decisions based on a well-understood set of ethical motivations. Trust in leadership is crucial for team cohesion and morale.
• Modelling Behavior: Managers who make ethical decisions inspire their teams to do the same. When team members see their leaders acting ethically, they are encouraged to mirror those behaviours, creating a culture of integrity.

For the Organization:

• Reputation: Organizations with managers who make ethical decisions based on clear motivations enhance the company's reputation. Ethical practices can lead to better customer loyalty, and improved stakeholder relations, and can be a competitive differentiator.
• Risk Mitigation: Ethical decision-making reduces the risk of legal issues and the potential for scandals, which can be costly for organizations in terms of finances and reputation.
• Sustainability: Companies that operate ethically are more sustainable in the long run. Ethical decision-making often takes into account not just short-term gains but also long-term impacts, which can lead to more sustainable business practices.

Knowing why you are making decisions — understanding the deeper motivations behind your actions — ensures that those decisions are more likely to be aligned with both personal and organizational values. When managers' actions are congruent with their core values, they are more likely to stand up for what is right, even in the face of pressure to do otherwise. This alignment helps to foster an ethical culture within the organization, which can be one of its most valuable assets.

Read more: Ethical Decision Making in Leadership: "The Importance of Ethical Leadership" by the Institute of Business Ethics offers a deep dive into why ethical leadership matters and how it can be fostered within an organization. Read more at the Institute of Business Ethics

Section 7: Personal Fulfillment and Job Satisfaction

Personal fulfilment in a managerial role is crucial for a number of reasons:

1. Job Satisfaction: Managers who find personal fulfilment in their roles are more likely to experience job satisfaction. When a manager's personal values and goals align with their role and the organization's mission, they are more engaged and committed to their work.
2. Motivation: Personal fulfilment acts as an intrinsic motivator. Managers who understand their 'why' — the deeper reasons behind their work — are often more driven and passionate. This intrinsic motivation is sustainable over the long term, unlike external motivators like money, which can diminish in influence over time.
3. Resilience: A sense of fulfilment can bolster a manager's resilience in the face of challenges. When managers find meaning in their work, they are more likely to persevere through difficult times because they have a clear understanding of the value of their efforts.
4. Leadership Effectiveness: Managers who achieve personal fulfilment in their roles often have higher levels of emotional intelligence and are more effective at leading their teams. They are better able to inspire and motivate their employees, which can lead to improved team performance.
5. Employee Engagement: A fulfilled manager can have a contagious effect on their team, leading to higher levels of overall employee engagement. If a manager is passionate and committed, this attitude can inspire the same in their team members.
6. Retention: Personal fulfilment is linked to higher retention rates. Managers who find their work rewarding are less likely to seek opportunities elsewhere, which contributes to organizational stability and continuity.

Knowing your 'why' contributes to long-term satisfaction and success by:

• Providing Clarity: Understanding your motivations provides clarity in decision-making and helps in setting career goals that resonate with your personal aspirations.
• Guiding Development: When you know your 'why', you can better identify areas for professional development that align with your passion, leading to a more fulfilling career path.
• Enhancing Alignment: Knowing your 'why' helps ensure that you are in the right role — one that aligns with your values and skills — and this alignment is key to feeling fulfilled.
• Driving Performance: Managers who are fulfilled in their roles are often high performers because they are working with a sense of purpose and commitment.
• Improving Well-being: Personal fulfilment is not just about professional success but also about overall well-being. Managers who find fulfilment in their roles often report higher levels of happiness and well-being.

Personal Fulfillment in Management:"Finding Fulfillment as a Manager" by Forbes explores how managers can find personal and professional fulfilment in their roles. Read more at Forbes

Conclusion:

Throughout the article, I've underscored the multifaceted nature of management and the myriad skills required for effective leadership. We've explored how self-awareness and understanding one's motivations can significantly impact personal growth, decision-making, and the ability to lead authentically and ethically.

The importance of understanding why you want to be a manager cannot be overstated. It is the compass that guides your leadership journey, ensuring that your actions and decisions align with your inner values and beliefs. It contributes to personal fulfillment, team trust, and organizational integrity, while also fostering a culture of resilience and adaptability in the face of managerial challenges.

Now, consider your own path. What drives you as a professional? What are the core values that you want to bring to your role as a leader? Reflect on these questions to gain clarity on your leadership aspirations. This self-reflection is not just a one-time exercise but an ongoing dialogue with yourself that should continue as you grow and evolve in your managerial role. Embrace this journey of self-discovery, and let it steer you towards a leadership path that is not only successful but also fulfilling and true to who you are.