Misconceptions about Managing
Many non-managers have misconceptions about what the role of manager entails. For example, some people mistakenly believe that if they’re promoted into management, they’ll be able to stroll in at nine a.m., coffee and pastry in hand. They’ll be able to leave early. They’ll be able to set their own schedule. They’ll have free time. They’ll get along with everyone. And, of course, their employees will always like them. Good luck!
If you aspire to management, here are four other misconceptions to guard against.
One misconception is that managers get to tell people what to do, and they do it. Certainly, managers may have more clout than they had previously and they may get to tell others what to do more than they were able to do previously. But in addition to overseeing direct reports (who—fair warning—won’t always do as directed), managers have to interact with peers, superiors, customers, and others, and with these parties, persuasion and collaboration are much more effective than ordering and directing.
Another misconception is that effective managers have no regular duties. This mistaken belief is perhaps understandable because employees rarely see their manager doing much beyond wandering around and talking to people. But few managers sit around in thumb-twiddling mode. In addition to attending countless meetings with superiors, employees, peers, and clients, they have plenty to do absorbing information, planning, juggling priorities, making decisions, and supporting and guiding their employees. And let’s not forget every manager’s favorite chore—preparing budgets!
A third misconception is that a good way to reward employees for working hard, reaching a milestone, or completing a project is with a team dinner or an outing. Some managers falsely assume that all employees see such social events as a treat. Some do, certainly, but there may be others who prefer not to socialize with coworkers outside of work or resent being expected to attend such events. Be careful not to give employees something that will make them feel like they’re being punished rather than rewarded.
Finally, if you aspire to management, guard against the misconception that managing is easy, because that’s rarely the case. During my first six months as a manager, I thought it was a plot to kill me. Even when I gained experience, the job was a constant challenge. Don’t assume that by reading lots of books or attending workshops on leadership and management you’ll have an easy time of it. These resources are valuable, but real life is much more complicated.
What misconceptions did you have as an aspiring manager that you ultimately found to be false?
