A manager is not always born of a specialist. There are many career paths. Social beliefs suggest that the specialist and managerial paths overlap. In reality, however, there often comes a point at which they begin to diverge. Does every specialist have to become a manager? Who is not suitable as a leader? How to distinguish a manager with a vocation from an expert with a passion for the profession? I invite you to read the article!
Young people start work with a certain idea, an idea of their career path. They learn, gain experience, get promoted, become specialists. The next natural step seems to be management training and courses.
However, it happens that a successful salesman with spectacular results, after being promoted and assigned responsibility for the team, encounters problems adapting to his new role. The burden of tasks exceeds his capabilities, and confusion arises in his mind and questioning of his value in the organization. A person who excels as a specialist may not have the necessary skills or leadership qualities required for a managerial position. On the other hand, an outstanding leader does not need to know products or services inside out. His job is to create a team that satisfies all the necessary competencies.
For many reasons, it can be considered that the ideal manager is someone who knows and understands the products or services implemented in the company from the inside out. This is because such knowledge enables more effective sales, effective communication not only with customers, but also with the team, and efficient delegation of tasks and conflict resolution.
To earn more, to have more influence on the company, you don’t have to take a managerial position. The important thing is to find the right place of employment, where expert knowledge is as valued as leadership skills.
After all, not every expert is predisposed to managing a team or taking responsibility for projects. A specialist is someone who knows his stuff and is an expert in his field. This does not mean that his position has to shout about it loudly. After all, there are some people who prefer to develop their products and services and even defend themselves against promotion. In a leadership role, completely different skills and character traits are needed. These, in turn, do not necessarily come directly from knowledge of the product or service.
A manager, regardless of the size of the team or project he or she is leading, should have a certain personality dynamic to effectively manage and lead a team. However, with a senior managerial position also comes greater challenges and pressure. Decisions must often be made alone, and full responsibility must be taken for any consequences. Such actions may enhance respect for the leader, but at the same time they deepen the personal distance between him and the team, limiting the relationship to the purely professional sphere. In addition, the manager has to reckon with the fact that whatever decisions are made, they may be met with dissatisfaction from some side.
To become an effective leader, you need competencies (often) innate, but also well cared for and developed over the years. Self-discipline, time and change management. The ability to motivate others, the ability to cooperate, and empathy, are key to effectively leading a department. Only such an attitude provides the ability to delegate responsibilities and make demands of others.
Manager and specialist illustrate two different career paths that do not necessarily go together. While popular belief suggests that every specialist should aspire to become a manager, not everyone has the necessary leadership skills or the right aptitude. Being successful as a specialist does not guarantee success as a manager, and choosing the right career path should be based on individual competencies and values.
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