There are three levels of management: managing yourself; managing your employees or team; and, managing your managers. Each requires different skills, and you must master each level before you can proceed to the next. Most entrepreneurs and aspiring leaders spend their entire working lifetimes struggling with the first level.
We are all actors, playing certain assigned roles in our various businesses. I have found that in order to become an effective manager, you must graduate, at some point along your career trajectory, from being an actor to being The Producer. We move from being actors to "acting" as producers.
Acting, and working in concert with other actors (interacting, quite literally), gives you the inside vision to know what you can come to expect as a producer.
Analogously, in the corporate or organizational world, it is best to have been an employee in the department which you will ultimately manage. The greatest challenge, however is to graduate from being a manager to a corporate or organizational leader. You must know enough about role and operations of every department to be able to manage all of your managers. This is a quantum jump -- to manage managers.
You'll find it more difficult to manage managers than to manage employees. There is generally more ego invested, more of a feeling of possessiveness to be overcome, and a fear, on the part of every manager in your charge, that he or she will be subjugated into once again being merely an actor or actress. People dislike demotions, perceived or real.
You always have to manage; it is a part of life. However, a career in management requires that you learn to manage others, as well as yourself.
Good luck.
Faithfully,
Douglas E Castle
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"Management Requires A Graduation. Leadership Requires A Quantum Jump."
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NOTICE: This article is Copyright © 2011 by author Douglas E Castle with all rights reserved. It may be republished without permission provided that it is published in full, with all hyperlinks and exhibits left intact, and with full attribution given the author. This article does not contain or constitute medical, health, psychological, legal, regulatory, investment, securities, financial, tax, or any other form of professional advice -- the reader acknowledges and accepts this disclaimer. Further, the reader indemnifies and holds harmless both the author and all publications in which this article appears of any damages, claims, loss, responsibility or liability emerging from the reader’s utilization of any information contained herein.
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