Heading to Management - Is That Really in Demand and Is the Job Description Worth the Extra Compensation?

 "I don’t think the extreme responsibilities of becoming a manager are worth the minimal pay raise" - Header on Fishbowl Consulting, March 25, 2024

So far, the almost 50 comments coming in are mixed. Some have experienced having the title as a way to advance upward in an organization or in a job hunt elsewhere. Others rule it out as a pile-on of tedious meetings and lots more responsibility. In between those extremes are those who have enjoyed what's in the job description of manager such as creating strategies, coaching, leadership and more.

However, there is also the reality that the function of manager is being eliminated, just as happened in Corporate America in the mid-1980s. About 30% of current layoffs involve managers and Bayer has adopted the turnaround move of purging the function and introducing self-directed teams who figure things out.

In some sectors, such as the large law firm, managerial tasks are frequently not welcome as an add-on to practicing law and developing new business. 

Yes, they can bring power but, come on, administrative duties, especially which involve other lawyers trained to be combative, can sap energy. 

At Dentons, head of global Joe Andrew stepped down and returned to being a partner practicing law. 

In an interview with Business Insider Paul, Weiss chair Brad Karp admitted he was exhausted after a committee meeting. 

There is speculation that the administrative responsibilities, in addition to the complex Mattress Firm bankruptcy, helped do in Sidley Austin partner Gabe MacConaill. He took his own life in the parking lot of Sidley Austin. 

The organizational model developed by Alcoholics Anonymous uses no managers. Within the daily operations there are only "trusted servants." To prevent their becoming ego-driven the recommendation is that they hold the position for a short time. 

Thought leaders in human resources have argued for decades about "allowing" the specialist such as the engineer or content-creator to just do their own thing, without having to move up the ladder to managerial slots. 

To preserve and protect talent businesses might have to ditch their up or out mandate. Let talent do what it is best at.

Limiting beliefs? Self-defeating? Stuck? Complimentary consultation with Coach Jane Genova (text/phone 203-468-8579, janegenova374@gmail.com)