Are you an operator or a manager?

• "I’m an engineer, accountant, software expert – I didn’t sign up for this people stuff."
• "Why can’t I just get on with my job without interruptions?"
• "Management feels so touchy-feely – you’re either good at it, or you’re not."

Do these sound familiar? If so, you’re not alone. Specialists – like teachers, engineers, doctors, or analysts – often find themselves in management roles because they’re great at what they do, or they decide to go into business for themselves. But what happens when the job you loved feels as if it’s been replaced by managing a team, attending meetings, and endless paperwork?

One of the ironies of life is that the better you are at your specialism, the more likely it is that you’ll find yourself at a level where you are in charge of others doing that work. And suddenly you may feel very uncomfortable.

The truth is, excelling in your craft doesn’t necessarily prepare you for managing people. And the higher you go, the less time you’ll spend on your specialism.

What’s going on?

Sheila, an investment analyst in a financial advisory firm, was brilliant at her job. She decided to leverage her skill by starting her own advisory business, and found herself a couple of years later leading a team of analysts, as well as backroom staff. At first, she was excited – until she realised she no longer had time to focus on the research she loved. Instead, her days were filled with team queries, meetings, and interruptions.

What Sheila hadn’t realised was that the more responsibility you assume, the more the job becomes about people – their development, their performance, their future. If you’re still trying to do your specialist job while managing a team, something has to give.

Do you even want the job?

Be honest with yourself:

1. Are you happier staying a specialist, even if it means less pay or status – or remaining a ‘one-man-band’ rather than scaling up to a large business?
2. Are you ready to embrace management as a specialism in its own right – not just an add-on?

It’s fine if the answer is “I’d rather stick to my craft.” The truth is, not everyone wants to lead or manage, and forcing yourself into a role you dislike will only hurt you and your team.

But if you’re ready to step up, you need to understand that management isn’t something you can do in the spare time around a specialist role. There’s a job to be done at senior level and it’s one that takes time, training, and focus to do well.

How to choose

1. Be honest: Decide whether you’re better suited to operating or managing – and act accordingly. Don’t try to survive as you are and do both badly.
2. Get training: Just like your original specialism, management requires learning and practice. Don’t assume you can make it up as you go along.
3. Commit to the change: Management isn’t a halfway house. It requires a minimum of 50% of your time and focus.
4. Set boundaries: Carve out time for leadership responsibilities – mentoring, team development, and strategic thinking. Don’t let ‘the work’ crowd it out - this is ‘the work’.

If you embrace management as its own craft, you’ll find it’s just as rewarding as your original specialism. Your role shifts from doing the work yourself to helping others thrive – and that’s where the magic happens.

Are you ready to make the shift?

Leadership and Your Growing Business

To find out more about scale-up businesses and where you are on the operator/manager spectrum, join me on Tuesday 4th February at 1pm for a free online seminar. Click here to reserve your place: https://lnkd.in/ezR2XR5s