Moving into Management (Pt2)
In Part 1 of this piece, I went direct to the source to find what key skills are utilised and sought for managerial positions. Here in Part 2 we evaluate this career path further and how to help you consider the move.
Management: is the management of activities, people and achievements.
Typically you would be moving away from hands-on technical responsibilities. So first off, is that what you want?
Management is more about finding the best way to manage a situation rather than the technical perspective of finding the right/correct answer! Your perspective shifts from looking at your own skills and successes, to being responsible for the successes and ability of a team.
“a manager needs to be able to delegate and trust others to do the work. That is the most fundamental change, the shift from doing a task… to handing that responsibility to a team member.” (Anon).
“Management requires a greater level of acceptance in order to succeed; acceptance of criticism, constraints, responsibility for others actions, even if this doesn’t sit well with you. The move from one position to another can be frustrating, but the sooner your mind-set changes, the better.” (G. Hand).
Consider; what do you expect is involved in the position? How do you expect it to be different to your current role? What responsibilities will you be losing in taking on this position? What new skills are required?
What you’ll need – Soft Skills:
Competencies in soft skills are becoming more and more important and for people managers, I advocate they are essential.
Management has an overarching impact on Mental Health & Workplace Wellness. Management style is the second main cause of work-related stress, showing that how managers go about their role has a direct impact on people’s mental well-being (CIPD 2018). A line managers’ role is central to workplace well-being and employee engagement.
Understanding how your behaviour, leadership and communication style will impact the dynamic of a team is imperative when considering a managerial role.
“it’s all about the people…You also need strong communication skills to translate what you need into something others completely understand and can deliver.” (R, Murray).
“As a manager, I think the people aspect is predominant…” (O, Beyssac).
“whatever you do, treat people with respect and the way you would like to be treated. People are a company’s greatest resource, look after them.” (R, Murray).
Tips to help you get there:
Volunteer – to support soft skill development, volunteer for team lead opportunities as they arise within your team
Consider mentoring junior members, help them develop their skills & deliver on their remit by acting as an escalation point.
Training & Development – Are there leadership, management or HR training opportunities in your company? If not, you may want to consider independent study.
research what courses are most relevant and appropriate to compliment the skills you have and what you need to learn to transition to management.
“One thing I did to help me transition to managing people, delegating work, and communicating with senior management was, a Supervisory Management course with the IMI. I found it very helpful and it increased my confidence as it covered the areas of supervising people, how you perform staff appraisals, recruitment, deal with conflict, team and organisation change. It helped put a lot of things into perspective being a manager and provided me with the skills that are necessary to have when managing people. It is not instinctive and it is a skill which needs to be learned.” (Anon).
Consider a transition role – investigate intermediary positions that compliment the skills you have and grants exposure to the people management aspect you want.
“Project Management is a great interim step as you can work on technical projects and get people experience without having to formally manage people.” (R, Murray).
Make your soft skills evident – Soft skills are the primary consideration when hiring a manager. Update your LinkedIn & professional social profiles to outline soft skills as well as your technical competencies.
e.g: time management, organisational skills, interpersonal, communication, listening, motivating, mentoring, advising, delegating, discipline, recruitment and team building skills… the list goes on.
As you start to consider managerial opportunities, the ‘right personality’ is key, and company culture has a strong impact on what skills are sought.
Key soft skills currently sought by employers:
Leadership, Communication, Collaboration and Team Management. (2018)
Creativity, Persuasion, Collaboration, Adaptability, Time Management (The most in-demand soft skills, 2019)
Soft skills are typically outlined in job specifications to showcase company culture and the skills required to successfully lead a team.
Review ‘About Us’ pages on company websites and find their Value and Mission Statements. Also consider ‘tone of voice’ in messaging, these provide great indicators of company culture to assess if they are the ‘right-fit’ company for you.
The Skills Matrix will also help you assess each position. It will guide you to outline what skills you already have that align to each requirement as well as showcase any additional skills and experience needed to support further growth and development.
