Once you’ve been an individual contributor, often the only way to progress further in your career is to manage people.
The only way to get promoted beyond a small management role is to be extremely effective at delivering results through other people’s labor and efforts.
Everyone wants the promotion and raise, but few people want to actually become good at managing people. The latter enables the former.
The best salesperson does not in and of itself make the best Director of Sales.
The best engineer does not in and of itself make the best Vice President of Engineering.
The best marketer does not in and of itself make the best Chief Marketing Officer.
That’s because the act of managing people in a functional area is different from being good at a particular functional skill yourself.
Generating a bunch of sales yourself is very different from getting 12 people to all generate remarkable sales.
The same is true in product management, supply chain, and operations.
The demand for people-management skills goes up even more for cross-functional teams or when working with peers where you do not have reporting authority over the other people on the team.
To learn more about how to manage people effectively, consider joining my upcoming class on How to Manage People Effectively. To be notified about its release, complete the form below.
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