Great for the career, not great for me.
It’d be fine if the pay raise matched the workload.
Triple my responsibility while giving me a 25¢ raise smh my head
I was in management before I moved to engineering full time. Don’t get me wrong, I really enjoyed my team and watching them grow and develop their skills. I also learned a lot about things that I wouldn’t have been exposed to otherwise.
The key role of a good leader is to remove “log jams” and then get out of the way. But I was log-jammed out. An incredibly toxic workplace has a way of doing that. I fought hard for my employees. They deserved that. They had my respect and they earned it. If I had to go back and fight for them again, I would. But man, it’s been nice to get away from all that for the past few years.
So this is me a couple weeks ago when my boss tells me he wants me to take over as one of the team leads and on the outside I’m like, “Thanks for the opportunity! I appreciate the vote of confidence.” And on the inside I’m like, “…please no.”
I had been a servant leader for a number of years in a big corporation in a remote location where I could break away from their older 50’s style management structure. I had a great crew that was able to do wonderful things. The company took notice and wanted me to move to other locations. I wasn’t interested in moving so far away. I would be sent to train and show other locations how we streamlined so well. We eventually closed down our location as the largest customer *we served closed after 90 years.
I was going to walk away from it all then one of my old customers wanted me to come and help them grow, move, and re-invent themselves. I was able to bring in some of the old crew and it was a lot of heavy lifting. Having the ownership in the location didn’t make it easy as they were into the old 50s style mentality so it was a constant fight to implement all the great things they loved about my old location that served them. I was pretty burnt out by the end with being left to navigate Rona on my own with the crews when ownership went and hid in their homes. They didn’t take it seriously at first and then when they flipped it was left in my hands to deal with while they freaked out about the end of the world.
Eventually they sold to a larger company and I was excited for this change. Turns out the new company spouted everything that sounded good but they were so disfunctional and full of themselves it was tough. I was glad to go when they folded our location into another existing one.
I miss working with the people daily and helping them grow and remove those road blocks but I was tired out by the latest ownership disfunction especially when they drank their own Kool aid so much they couldn’t see how badly they were making it for the staff.
The only saving grace for this last ownership group was the previous ownership was so terrible, the new owners seemed like a good upgrade. They were in some ways. It wasn’t for those of us that had worked for structured and properly run companies. It’s been rough on the staff that remain and the steps backwards they had to endure in the process. The new owners are fairly certain they are doing great things. I wish them all luck and I’m glad to be out.
It’s an incredible paradox isn’t it? Someone up the ladder sees you getting results and they decide they want more of that. Then, when you try to show them what it takes to get more of “that”, they look at you like you have two heads. In my case I got sick of being told I needed to constantly micro-manage my people. I told my boss something to the effect of, “we pay grown-ass adults to do their job like adults. If you think I can’t walk away for two seconds and trust that they’re still going to be doing their job when I’m gone, then you need to fire them and hire someone who will.”
He turned white as a ghost. He knew damn well I was right, he just didn’t want to have to tell his boss (the Chief Micromanagement Officer) that. Good leadership isn’t that complicated. Empower people to do their job and feel like they own it and they will do it a hell of a lot better than if you’re standing over their shoulder all the time.
Yes this exactly. If you need to do this you have hired the wrong people and/or the mission is not clear.
I decided I wasn’t going to be a prison warden early on in my career after trying to be one for the company.
We got so much further as a team when I use to make sure they had their birthday cakes and whatever other supplies or tools and got the hell out of their way.
Not a lot of people can trust others this much. It also takes initiative to weed out those that are not going to fit into the team quickly. 1 bad Apple can make the bunch go bad quickly.
I just straight up tell everyone I have no leadership aspirations. I write that shit on my yearly reviews.
Do they force you into it anyways? Two jobs ago I told them that all the time. They used to make us fill out a career advancement plan every year, and every year I said “I’m exactly where I want to be”, but every 6 months they’d stick me at the head of some team and I’d have to do that for a few months until I weasled my way out of it.
“you’re really good at this and enjoy it so let’s get you into middle management where you won’t do it anymore and will hate your life”
Yep.
When I was studying for PMP, I remember there was even a term for this. Because you’re good at one thing, it was expected that you would be good at something else as well, not taking into consideration that managing people is completely different from the domain they were an expert on. Of course, sometimes it helps to have some previous domain knowledge to be able to lead a specific team, but that doesn’t mean it’s automatic.
What companies really need to realise is that there should be different promotion tracks, and some of them are individualistic, i.e. being promoted as an expert in their field, rather than being promoted to have to manage people.
