As a positive counterpoint to my list of why managers become assholes, and as a counterbalance to my tendency to write cynically, here’s a list of why people become great at managing others, trying as much as possible not to just do the reflexive act of merely inverting my other list.
- Enjoy helping people grow. Few things feel better than helping someone who is new to a role, or who has been struggling, into becoming a productive, confident person. There’s a kind of satisfaction in helping someone figure out how to be successful that doesn’t come from many other living experiences. Great mangers love seeing this happen on their teams.
- Love creating positive environments. A great manager creates a team and and office environment that makes it easy for smart people to do good things. They love that moment when they wander the halls and see all sorts of amazing things happening all on their own, with passionate, motivated people doing good work without much involvement from the manager.
- Want to correct mistakes inflicted on them. Some great managers are looking to undo the evil managers they had. Rather than take it out on their subordinates, they want to do a kind of pay it forward revenge: prove to themselves and the world that it can be better that what happened to them in the past. This can create the trap of fighting the last war: your team may not care at all about avoiding the mistakes of your previous manager. They want to avoid the mistakes you, and your blind spots, are probably making right now.
- Care deeply about the success and well being of their team. Thoroughbred horses get well cared for. Their owners see them as an expensive asset and do whatever they can to optimize their health, performance, and longevity, even if their motivations are largely selfish. A great manager cares deeply about their staff, and goes out of his way to protect, train, care for, and reward their own team, even if their primary motivation is their own success.
- Succession mentality. A successful manager eventually realizes their own leadership will end one day, but if they teach and instill the right things into people who work for them, that philosophy can live on for a long time, long after the manager is gone. This can go horribly wrong (See, history of monarchies) but the desire to have a lasting impact generally helps people think on longer term cycles and pay attention to wider trends short term managers do not notice.
- Long term sense of reward. Many of the mistakes managers make involve reaping short term rewards at the expense of long term loyalty and morale. Any leader who inverts this philosophy, and makes short term sacrifices to provide long term gains, will generally be a much better manager. They recognize the value of taking the time to explain things, to build trust, to provide training, and to build relationships, all of which results in a kind of team performance and loyalty the short term manager never believes is possible.
- Practice of the golden rule. It’s funny how well known this little gem is, and how rarely in life people follow it. But I think anyone in power who believes in it, and treats all of their employees the same way they truly would want to be treated, or even better, treats employees as they actually want to be treated, will always be a decent, above average manager. A deeply moral person can’t help but do better than most people, as treating people with respect, honesty and trust are the 3 things I suspect most people wish they could get from their bosses.
- Self aware, including weaknesses. Great leaders know what they are bad at, and either work on those skills or hire people they know make up for their own weaknesses, and empower them to do so. This self-awareness makes them open to feedback and creates an example for movement in how people should be growing and learning about new things. The challenge is it seems self-awareness is hard to learn.
- Sets tone of healthy debate and criticism. If the boss gives and takes feedback well, everyone else will too. If the boss is defensive, passive-aggressive, plays favorites, or does other things that work against the best idea winning, everyone else will play these destructive games. Only a boss who sees their own behavior as a model the rest of the organization will tend to follow can ever become a truly great manager. Without this, they will always wonder why the team behaves in certain unproductive ways that are strangely familiar.
- Willing to fight, but picks their battles. Great managers are not cowards. They are willing to stake their reputation and make big bets now and then (I’d say at least once a year, as a totally random, put possibly useful stake in the ground). However they are not crazy either. They are good at doing political math and seeing which battle is worth the fight at a given time. A manager that never fights can never be great – they will never have enough skin in the game to earn the deepest level of respect of the people that work for them. But a manager that always fights is much worse. They continually put their own ego ahead of what their team is capable of.
- (Bonus!) Instinctively corrects bad behavior within their team. True story: on a new team I once saw a mid level manager make a personal attack of a junior employee in front of the VP. I looked at the VP, expecting him to jump in. He did nothing. Not a thing. Message to team? It’s ok to pick on people if you outrank them. Micromanaging is never good, but correcting destructive behavior, is always appropriate even if you have to jump levels to do it (Sure, perhaps there was an offline conversation. But something like this was so egregious it should have been corrected on the spot). Nothing builds morale and respect faster than a manager who jumps in to the fray to defend someone who is being picked on by a bully, except perhaps a manager who gets rid of the bully altogether.
Also see: Advice for new managers (A popular essay)
What did I miss? Think of the last great manager you had and what traits you’d add to the above.
How to Answer ‘Why Do You Want to be a Manager?’
When you’re trying to make the career transition from being a team member to being a manager, your interviewer will likely want to know what your motivations are for making the change. You can expect to get some variation of the question: “Why do you want to be a manager?” or “Why do you want to be a supervisor?”
There are both good and bad reasons to give for wanting to join the ranks of management, and how you answer this question will tell the interviewer a lot about your management qualifications and leadership capacity.
Here are some tips examples for giving the best possible answer.
Highlights Benefits for the Company, Not Your Career
You probably want to move into a managerial position because it is the next logical step in you career progression. But that’s obvious to the hiring managers, and is not what they want to hear. Instead, you need to show them how you being a manager will help the company.
“In the interview, focus on how you can help the team achieve self-development together and avoid talking about management in terms of yourself,” suggests Yuri Khlystov, CEO at Laowai Career. “If you are not a team player, it will show.”
Bad Answer: I have been working towards a management position for five years and feel like I deserve to lead a team of my own now.
Good Answer: I am passionate about the work we do here, and I feel that my experience will be very valuable in leading the team towards greater success.
Give Real-World Examples of Your Leadership
To convince the hiring manager that you’re a good fit for the job, you need to prove you can handle it and have the right personality traits to lead a group. Give concrete examples that show how you lead others. Do you have experience with leading a project, or working with people of diverse backgrounds and personalities? Your example doesn’t need to be a huge project that you have managed, just any time when you have used leadership to get something done.
Bad Answer: I am a born leader, people have always told me this.
Good Answer: In my last position, I was given responsibility for the launch of a new initiative. It was a time sensitive project, but I managed all of the details and delegated responsibilities with team-members. The launch went off without a hitch, and the team was praised for our efforts.
Demonstrate Your Management Mindset
Being a manager entails a lot of responsibility, so it’s a good idea to let the hiring manager know that you recognize that when talking about why you want to be a manager. Explain what your theory of management is, and how you plan to lead and manage a team to success. Perhaps highlight some leadership challenges you have seen or dealt with, and explain how you would handle it differently.
“Try to spin it where your time as a team member will give you a complete understanding on how to motivate your team,” says Pierre Tremblay, Director of Human Resources at DUPRAY Inc.
Bad Answer: I want more responsibility, and I’ll do a better job than the last manager.
Good Answer: I am prepared to take on the added responsibilities of being a manager. Rather than the current weekly progress meetings, I would like to have a daily team meetings to ensure that the project is moving along as it should and address any issues.
Moving into a managerial position is a big and exciting career development. The first step towards achieving that goal is answering that question, “Why do you want to be a manager?” Follow these interview tips, and it will be clear to the interviewer that you are management material.
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