Are you management material? It’s ok to say no or admit that you’re not sure. As a Leadership Coach and Ex-Director, I’ve worked with and coached thousands of professionals who were aspiring leaders or current managers. I’ve witnessed amazing leaders as well as toxic and abusive managers.
After 15+ years of experience with observing, coaching, and disciplining managers, I can confidently tell you that the best managers have certain traits in common. In this article, I’m going to break down the top questions you need to ask yourself and the traits to need to be considered management material.
As a disclaimer, I also need to mention that becoming a manager is not the only way to earn more money or gain more prestige. Management is not easy and when you don’t have the right intentions, traits, characteristics, and mindset, you can fast-track yourself to burnout, regret, and depression. I want to encourage you to save this article, take your time answering the questions, and do not be afraid to ask for feedback from those close to you when making this decision.
Before getting into the questions you need to ask yourself, I want to highlight a few popular questions I get from my clients who are aspiring managers.
How do I know if I am Management Material?
Congrats! You have some level of self-awareness if you asked yourself “am I management material?” Most people never question themselves and just dive right in. Here’s the thing, determining if you are management material involves a combination of self-awareness, honest self-assessment, and a deep understanding of what management really entails. It’s not just about having a title and fancy office (or corner cubicle!). It’s truly about possessing the qualities and skills that can inspire and lead a team effectively.
When it comes to becoming a manager, you have to have an end goal, know yourself deeply, and have an idea of the type of impact and influence you want to have on people. Take your time to ask yourself the questions outlined in this guide and by the end you’ll walk away knowing whether or not you are management material.
How can I prove I’m Management Material?
When I train aspiring managers, I always stress the importance of having a plan, goals, a timeline, and an accountability partner. This is because proving that you’re management material goes beyond your resume. It involves demonstrating leadership qualities in your current role, understanding the management position, taking on responsibilities that showcase your management potential, and continuously developing the skills needed to lead projects and a team.
I have a couple of resources that you can check out if you’re interested in becoming a manager.
In case you didn’t know, I’m also a LinkedIn Learning Instructor and I recently developed a first time manager course and it’s called, Building the Reputation and Skills to Become a First Time Manager. You can check it out here:
Positioning yourself as "management material" from Building the Reputation and Skills to Become a First-Time Manager by Chelsea Jay
If you want to work with me one-on-one, you can enroll in my Launchpad to Leadership Program, which not only equips you with the necessary skills and knowledge to excel in leadership roles, but we’ll do an assessment of your skills, and create an action plan to help you land your managerial position.
What Qualities do I need to be a Good Manager?
When it comes to the big picture of management, there’s no one skill that trumps the others. A good manager needs a blend of technical skills, interpersonal skills, and emotional intelligence.
I recently wrote an article on how to become a good leader, you can read that article here. This article can also help you determine if you’re a good fit, have the necessary leadership skills, and if you are manager material. For now, I’ll highlight a few qualities are essential to being a good manager.
Leadership: You must have the ability to inspire and guide others, whether it’s through your actions or words.
Communication: Your people need to be able to understand you. This means you need to work on having effective verbal and written communication skills.
Empathy: Employees need to feel seen, heard, and cared for. It’s important to have a basic level of understanding during hard times. You also need to be considerate of employees’ feelings and perspectives when working with them.
Problem-solving: You’re going to be the go-to for all the things. You will need to have the capability to address and resolve issues efficiently.
Integrity: You need to be trustworthy and have some type of moral compass in order to gain trust and buy-in from those you are leading.
I hope that some of those resources and answers were helpful to you. Now I want you to grab a notepad and pen to write down your answers to these questions listed below. Don’t worry if you get stuck on a question. Take your time and come back if needed. Ready? Let’s get started.
Questions to ask yourself to determine if you’re Management Material
1. What is my motivation for becoming a manager?
Why it’s important: Understanding your motivation can reveal whether your desire to become a manager aligns with the responsibilities and challenges of the role.
There is no wrong answer here. If you’re motivated by money, status, or title, that’s fine… but you also need to have some level of motivation to lead people as well. You can have multiple sources of motivation.
If you’re struggling with the motivation aspect, here are some ideas. Do you like solving problems, do you like being the go-to, do you like coaching others? Knowing your motivation will help keep you focused and excited even on the tough days.
What the answer can reveal: If your motivation is driven by a passion for leadership, helping others grow, and contributing to the organization’s success, you may be well-suited for management. However, if your motivation is solely based on external rewards like money or status, it may indicate a mismatch with the intrinsic demands of management.
Like I mentioned before, money is great, but it can’t be the sole focus. If it is, you’ll end up feeling empty and frustrated. You also need to remember that being a manager doesn’t only impact you, but it impacts those who are under your leadership. If you are there solely for the money, they will know it, feel it, and resent it.
2. What type of manager do I want to be?
Why it’s important: Defining your management style helps you align your strengths and values with the role, ensuring you lead authentically and effectively. It also helps you build a meaningful legacy and professional brand.
What the answer can reveal: Whether you see yourself as a transformational leader, a coach, or a strategic manager, understanding your style can help you develop the necessary skills and approach to leadership that resonates with your team and organizational culture.
3. Do I want to become a manager for the money only?
Yes! I’m asking you this again… specifically! Don’t be afraid to be honest here. No judgement, I promise!
Why it’s important: Management roles often come with higher pay, but they also bring significant responsibilities and challenges. Your motivation should align with the role’s demands. Will that paycheck feel good when you have to solve major conflict among your team, deliver bad news, advocate on behalf of your staff, or provide extra support to a frustrating team member?
What the answer can reveal: If financial gain is your only motivation, you might find the challenges of management overwhelming. A balanced motivation that includes a genuine interest in leadership and team development is crucial for long-term success.
4. Do I like people?
Why it’s important: This may seem obvious, but I promise you many aspiring managers don’t think about this beforehand. Managers spend a considerable amount of time interacting with people. All types of people with different backgrounds, perspectives, habits, traumas, triggers, etc. Being curious, open, while enjoying and valuing these interactions is key to effective management.
What the answer can reveal: If you genuinely enjoy working with people, supporting their growth, and resolving conflicts, you are likely to thrive in a management role. If you prefer working independently, you might struggle with the interpersonal aspects of management.
5. Am I a natural advocate?
Why it’s important: It’s not just about you and your goals anymore. You’ll have the responsibility of looking after others and operating in their best interests. Employees can’t always be in the room when decisions are made so managers often need to advocate for their team, ensuring they have the resources and support needed to succeed. Great managers understand the vital role they play in being the mouthpiece for others.
What the answer can reveal: If you naturally advocate for others and enjoy being their voice, this indicates a strong fit for management. Advocacy is a critical aspect of leading a team and ensuring their needs are met.
6. Am I willing to be a coach or mentor?
Why it’s important: As a manager, you’ll be working with a variety of career levels. Coaching and mentoring are essential parts of management. Helping team members develop their skills and careers is a significant responsibility and time commitment.
What the answer can reveal: If you are willing and excited to mentor others, it shows you have a key attribute of effective managers. Reluctance to coach may suggest a need for further development in this area.
7. Am I comfortable handling conflict?
Why it’s important: Conflict happens more often than you think. Being comfortable and skilled in handling conflict is crucial for maintaining a productive and harmonious team environment. (P.S. sweeping issues under the rug is not an option and a recipe for disaster!)
What the answer can reveal: Comfort with conflict indicates that you can manage difficult situations effectively and maintain team cohesion. Discomfort with conflict may require you to develop stronger conflict resolution skills.
8. Am I okay with taking the blame when something goes wrong?
Why it’s important: Managers often have to take responsibility for their team’s mistakes. Being willing to accept blame is part of being an accountable leader. Even if you didn’t make the mistake you never want to throw your employees under the bus. Can you do that?
What the answer can reveal: If you can handle taking responsibility, it shows you have the integrity and accountability needed for management. If not, you might struggle with the accountability aspects of the role.
9. Do I have the courage to break “bad news” to team members when needed?
Why it’s important: Delivering bad news is a challenging but necessary part of management. It requires tact, empathy, and clarity. Companies go through layoffs, downsizing, and budget cuts all the time. Heck, sometimes you may even need to tell an employee that they can’t take part in a training opportunity. Are you comfortable with being in tough situations?
What the answer can reveal: If you can handle difficult conversations with compassion and directness, you are likely well-equipped for the communication demands of management. Avoidance of such situations may indicate a need for further development.
10. Am I willing to potentially give up friendships with colleagues with the power dynamic change?
Why it’s important: Transitioning to a management role can alter relationships with colleagues. You cannot continue treating your colleagues the same way as you did when you were at “their level.” If you do, this can quickly lead to employees taking advantage of you and stepping over boundaries because of your “friendship.” Being prepared for this change is important for maintaining professional boundaries.
What the answer can reveal: If you are willing to navigate the complexities of changed relationships, it shows maturity and understanding of the management role. If this concerns you, it might be an area to reflect on further.
11. Do I have any biases that would impact my ability to work with certain people?
Why it’s important: We all have biases and the sooner we admit it, the quicker we can work on them. Awareness of personal biases is crucial for fair and effective management. Biases can affect decision-making and team dynamics.
What the answer can reveal: Acknowledging and working to overcome biases demonstrates self-awareness and a commitment to equitable management. Ignoring biases can lead to unfair practices and a toxic work environment.
12. What are my weaknesses and am I willing to work on them?
Why it’s important: You’re not perfect and there will be things you need to work on. Self-awareness and a willingness to improve are critical for effective leadership. Identifying and addressing weaknesses can enhance your management skills. Remember, your weaknesses (if not worked on) can be an employees breaking point.
What the answer can reveal: If you are open to self-improvement, it shows you have the growth mindset necessary for continuous development as a manager. Resistance to acknowledging weaknesses may hinder your ability to lead effectively.
So how do you feel? After taking this assessment and being honest with yourself, you may have found that management is not the route for you. Guess what? That’s ok! You have other options.
Other Alternatives to Management
Not everyone is suited for or interested in management, and that’s perfectly fine! There are plenty of other ways to advance your career and contribute significantly to your organization. Consider roles that allow you to leverage your strengths without the added responsibilities of managing a team, such as specialist roles, project management, or becoming a thought leader in your field.
I strongly recommend working with a coach, your mentor, or supervisor to discuss your aspirations. Believe me, anything is possible once you recognize your weaknesses, strengths, and goals. Put it other there for others to help you map out a plan to reach your financial and personal goals!
Training Programs for Aspiring Managers
If you’re interested in having me come to your organization or speak at your next conference, reach out to me. I often work with organizations who want to help new, aspiring, and current leaders learn new skills that will enhance their management career. I lead workshops on the future of work, better management techniques, how to climb the corporate ladder, the must-haves for skilled managers, how to create your leadership profile for your team, dealing with a management challenge, and other career success topics.
If you are a new manager in a leadership position, I highly recommend checking out my other LinkedIn Learning course, Skills for Your First 90 Days as a New Manager. Over 70K students have already taken it and rated it a 4.8/5. I believe that this course will give you a competitive advantage and steer you in the right direction in your new role.
Skills for the modern manager from Skills for Your First 90 Days as a New Manager by Chelsea Jay
Conclusion
Deciding whether or not you’re management material involves deep self-reflection and honest assessment of your motivations, strengths, and areas for improvement. By reflecting on these insights and asking yourself these critical questions, you can gain valuable information regarding your readiness for a management role. Remember, becoming an effective manager is a journey of continuous learning and development. If you’re ready to take the next step, consider joining the Launchpad to Leadership Program to further enhance your skills and confidence as a future leader. My goal is to show you how to position yourself as the ideal candidate for the role.
You got this! Cheers to your success!
