Management: Making the Decision

So you're about to embark on a career in management. In the past you considered the possibility of seeking a position in management but did not actively pursue it. You had a good standing as a professional contributor among your peers and managers and really didn't focus too much on management. Then a few weeks ago you had a discussion with an upper-level manager about the possibility of being appointed manager of your current department.

You discussed the responsibilities and some of the difficulties in making the transition. The discussion was introspective and provided you with an opportunity to gain some insight into the demands of the position. You recognize that the only management experience you have comes from serving as a project manager. That is quite different from taking total responsibility for the activities of the fifteen people who will be reporting to you directly and interacting with other professionals and managers from supporting disciplines if you become the department manager. You also know that others are being considered for the position.

As you thought about the idea you concluded that you probably possess the talent and some of the attributes associated with becoming a manager. You reflected on managers with whom you worked over the years as a professional and thought about what kind of manager you might be. You've worked with good and not-so-good managers but with only one that you really thought met your standards as a model manager.

Deciding to become a manager is not an easy decision for you because you are aware of the commitment of time and energy the position requires. This is not an eight-to-five job, but as a professional you have worked longer than eight to five on many occasions. You considered the various scenarios that might affect your lifestyle and your family and personal relationships if chosen for the position—traveling more, dealing with people's idiosyncrasies, bringing work home to meet deadlines, leading your professional peers, taking responsibility for group results, learning to work with upper management, serving on organizational committees, possibly transferring to another city in the future and maybe even accepting an overseas assignment, and learning what it means to manage. All of these factors determine your chances for success. You also thought about how you might make a greater contribution to the organization by taking a leadership role in determining its future directions—a possibility that could be exciting and provide an opportunity to have more voice in the organization. You gave all these issues serious thought, and decided to inform the manager of your definite interest in the position. More interviews and discussions followed.

More than a week has gone by since the final interview, and your mind has wandered at odd moments with thoughts about your possible appointment and its implications for your career. Now it's Friday morning and you arrive early as usual. Before noon the manager making the appointment informs you that you have been selected to replace the current manager as of Monday morning. He plans to get the group together around 4:00 P.M. for the announcement but requests that you don't publicize it, not even to your spouse. You haven't asked and you haven't been told why your current manager is being replaced. You don't know whether he is being replaced for poor performance or is receiving a new appointment. But you have a fair idea that his performance might be considered less than acceptable. You're on cloud nine, and you once again go over all the reasons that you accepted the position, but wonder whether you made the right decision.

When 4:00 P.M. arrives, the group meets in the conference room. After a few comments by the appointing manager and a bit of levity, he announces the reason for the meeting. Of course, almost everyone knew for a couple of weeks that something was going to happen because they saw office doors being closed when most of the time they're left open. The manager talks about the goals of the organization and past performance and finally announces that you've been appointed the new department manager as of Monday morning. There's a nonverbal mixed reaction and the manager asks everyone to cooperate with you during this transition and concludes with a few general remarks. As the meeting breaks up most of the group offer their congratulations. So here you are; it's Friday at 5:00 P.M. and on Monday at 8:00 A.M. you will put on a management hat for the first time. Where do you start?

You have now been appointed to the NEW MANAGER'S CLUB, which includes all those competent professionals who enter the management ranks without any formal education or training as to what managing includes.