Start With No... Why Most People Should NOT Be Managers

 Leading talented humans requires inspiring them, partnering with them in understanding the problem, designing the solution, and motivating them.

Now, if you can’t influence people as their peers, that might be frustrating, but you can still usually do your job, and no harm is done. However, if you are the formal manager of the team, and you can’t influence them to do what the company needs, now you are failing in your primary job.

Most of the companies I worked for took a “promote from the rear” approach, which meant that people should be promoted for roles they already demonstrated they could do. In this case, if you showcase that you can lead and do 70–80% of the manager role, then you will get that desired promotion.

How to connect with AgileDad:

- [website] https://www.agiledad.com/

- [instagram] https://www.instagram.com/agile_coach/

- [facebook] https://www.facebook.com/RealAgileDad/

- [Linkedin] https://www.linkedin.com/in/leehenson/