My husband always said I was not cut out to be a manager.
Disclaimer: Before you track me down and do extensive research about my husband's whereabouts, halt for a bit.
Please do not jump to conclusions, be patient; I will walk you through it.
I am a manager. Quality manager, to be precise. I understand it is not as glamorous a title as one would expect. However, we usually kill all the fun in the company with our standards, quality controls and extensive on-the-job training.
Nevertheless, I was a manager and had 25 people in my department in two plant locations.
I have changed the company twice in my 10-year career because of the reasons stated below. I hope you will get my point.
First thing first.
How did I become a manager?
Did I always dream of becoming one? No, I wanted to be an actor or a journalist. I could be making blockbusters right now or writing my Pulitzer price piece. But instead, I am going through another customer-specific requirement and planning another customer audit.
Am I good at being a manager? I have flaws, but I do my best to be fair and inclusive. Of course, there are always areas to be improved, but I am proactive with reading and learning new skill sets. At least, I assume I did the right things.
When asked my husband about it? He will say it bluntly: No, you are not a good manager, and you'll never be.
(Once again, give him some slack.)
Well, I agree with him. But, unfortunately, I will never be the most optimum manager.
Why?
According to my husband:
I am too honest,
I am not a backstabber,
I am not elbowing my way through on the way up the ladder,
and for most, I have an opinion that I am eager to vocalise whenever I'm afraid I have to disagree. Even with my boss. (Silly game, you might say.)
Especially if I see that some harm might be done, that someone is being disrespectful toward employees, or that the money is thrown through the window.
I have never been one of the nodders in the company. While the boss spoke, the majority nodded. I always wanted to have some additional clarifications. Not just the fancy slide deck but what is in the background. Give me the data!
Therefore I asked difficult questions. I questioned the status quo. And not many people like that.
My standing point is to leave your employees alone.
Give them space, but the task has to be done by the deadline, and it could be on their agenda.
Ask them the right questions.
Teach them that you are there for them when they hit a wall.
Don't pinpoint their mistakes.
Don't throw them to the lions if they made a wrong judgement call.
Be the one that takes the first punch. It is your department, your responsibility.
From there comes a lot of frustration for me.
You see, I do not want to micromanage my staff.
I do not want to belittle them.
And sometimes, this is what is expected of middle management. To act as an executioner.
If I draw the line, my dear husband is right. If I am expected to be that manager, I will never be a good one.
