Consider your Motivations

Earn additional money

Your current role no longer challenges you

You enjoy mentoring and / or coaching others

You like tackling the financial side of the business

You enjoy giving others direction

You find satisfaction in implementing technical strategies

Your list could include other items. It could omit some of the items here. What's important is that you truthfully write down why you want to become a leader who has an official management title. Some of your reasons could be valid, others not. By valid, I mean reasons that focus on taking a role for reasons that benefit you and others. For example, although it is true that managers tend to earn more money than regular employees, becoming a manager only for money could mean that you ignored the responsibilities that come with the role. You might think it's easy to tell other employees what to do, yet you would be in for a surprise when employees start coming to you with their problems.



Leadership: It's not just about you. You must foster an environment that ensures your team's success Please do not get me wrong. I see nothing wrong with earning more money. Every person on this planet would argue they need more money. However, money cannot and should not be your only motivation for becoming a leader. Focus on doing your job well, and the money will follow. You will face challenges in a leadership role. For example, entry level members of your team might not know how to solve an engineering problem. Although you might be tempted to give them the solution, your better strategy would be to guide that junior engineer through the problem. Your goal would be to assist the employee in finding a viable solution. That engineer might know several possible solutions and might be stuck in deciding which one to follow. Your role as that engineer's leader is to be a coach. That can be a challenge because you would have solved that problem yourself in your previous role, and you must overcome that tendency for taking over. Additionally, you might not know how to clearly communicate the path forward. These things take practice, and not everyone wants to do that. Please do not get me wrong. I see nothing wrong with earning more money. Every person on this planet would argue they need more money. However, money cannot and should not be your only motivation for becoming a leader. Focus on doing your job well, and the money will follow. You will face challenges in a leadership role. For example, entry level members of your team might not know how to solve an engineering problem. Although you might be tempted to give them the solution, your better strategy would be to guide that junior engineer through the problem. Your goal would be to assist the employee in finding a viable solution. That engineer might know several possible solutions and might be stuck in deciding which one to follow. Your role as that engineer's leader is to be a coach. That can be a challenge because you would have solved that problem yourself in your previous role, and you must overcome that tendency for taking over. Additionally, you might not know how to clearly communicate the path forward. These things take practice, and not everyone wants to do that.





Of course, engineers who transition into leadership can face other challenges. For example, many engineers focus on finding technical solutions to problems that result in products. They might not have first hand experience in the financial aspects that drive customer need. How much is the customer willing to pay for a product? It might seem cool to you, yet the customer might not want it or know that it addresses their needs. How much does it cost to develop a product? What if develop costs overrun monies raised through sales? As a leader, you would need to estimate the answers to these problems and monitor over the lifetime of a product. It can be daunting for some, yet it can generate excitement for others. If you have not had experience in this capacity, I would highly suggest that you gain experience by proposing a project within your company, and managing the cost of the project throughout its life span.





Once you define why you want to transition into leadership, I suggest that you prioritize those reasons. I explain why below.





Prioritize Your Motivations

Align Your Motivations to the Leadership Role: Your motivations will help you when the going gets tough.

Speak to Other Managers About their Roles

Why did you decide to become a manager?

What do you like about your role?

What do you dislike and would like to change about it?

What did you want to accomplish when you became a manager?

What do you want to accomplish now?

Write down other questions that you believe are relevant to the role. This is not an interview for a position. You want to find out information. You want to learn the good and bad about the role. Ask as many people as you can. If you ask one person who became cynical, you might be convinced that management roles are not good for your career. Of course, you should consider their reasoning with a grain of salt, so you can understand constraints your company's culture would place on you. Make sure you take detailed notes!



Seek out other managers' insights because their experiences can help you decide if leadership is right for you

After you meet with managers, compare your notes with your motivations. How well does your perception of leadership roles compare to reality? If you still want to transition into leadership, reconsider your motivations. You might have missed something. It's important that you listen to what your managers have to say to you, as you might learn about reasons you never considered. Of course, your conversations with managers would serve as an indicator that you're interested in becoming a manager. This is an added benefit to your career, yet it is not your primary purpose for speaking to other managers. After you meet with managers, compare your notes with your motivations. How well does your perception of leadership roles compare to reality? If you still want to transition into leadership, reconsider your motivations. You might have missed something. It's important that you listen to what your managers have to say to you, as you might learn about reasons you never considered. Of course, your conversations with managers would serve as an indicator that you're interested in becoming a manager. This is an added benefit to your career, yet it is not your primary purpose for speaking to other managers.





Remember, you are on an information finding mission. If you decide that you want to become a manager (or not) during these talks, that's great for you. However, you might not be sure you are ready to transition into leadership. How do you make the final decision





Take on Stretch Assignments in Roles Outside Your Area



Stretch yourself beyond your comfort zone. You learn new skills by being uncomfortable in situations that require success I've previously written on this subject. I mention it here because stretch (or rotational) assignments are ways for employees to decide if they want to transition into a new aspect of their careers. Think of it like renting to buy except you gain from the experience. You can take on a short (a minimum of six months up to twelve months) rotation in a role as a manager. The first few months will be the most challenging. You will need training and time to adjust to your new role. You need to focus on project goals from the beginning, yet your rotation manager will be there to help you. Remember that you must ask rotation managers questions. You learn not just be doing. You learn by allowing other managers to coach you. After all, they have more experience in this role, and they will help you succeed.

Whatever role you take on, it is important to you do well. Few senior managers will want to hire you as a first line manager if you flounder in your rotation. That's why it's important that you ask questions, as this allows you to get continuous feedback. You will course correct as needed, and you will learn from that experience. There exists risk that you will do poorly in your new role because it forces you to learn new skills. However, you can apply the skills you have in this temporary role. I liken this to addressing fear of heights by taking on diving. You start out by diving off the one meter high board. You already know how to swim, so you will realize that you will be fine after jumping off the board. As you develop comfort on that board, start jumping off the next board. Of course, if you don't know how to swim, you will sink like a stone. Thus, you must take on a rotation in an area that allows you to develop new skills by applying skills you've previously mastered.





If you hate a rotation in leadership, you have your answer: Do not go into leadership. Otherwise, you could interview to make your rotation permanent. Alternatively, you could use the rotation as a lateral move into a different leadership position. You will find that your discomforts fade away as you gain experience in this new role. However, I advice that you periodically increase your challenge levels. This prevents you from becoming so comfortable in your role that you become complacent. After all, you want continuous feedback, so you can make sure that you are doing as well as you think you are. Part of leadership is receiving feedback not just giving it.





Summary

In this post, I discuss how you decide to transition into leadership. You can use four steps that apply whether you are in technology, finance, operations, or so forth. First, you consider your motivations for becoming a leader. Are your motivations altruistic? Do you want only the money and prestige that comes with the role? Or, go you generally want to help other people? If your motivations focus on working with other people and helping them succeed, leadership could be right for you. Second, prioritize your motivations. You will not being doing everything you think leaders do all the time. This serves as a check that what you want to get out of leadership matches what you perceive leaders doing. Of course, you might not know what leaders really do. That leads us into the next step. Third, speak to several managers about their roles. Ask them many questions to find out why they sought those roles. You want to know both the good and the bad. Managers need to make tough decisions, and you want to know that you can handle doing that. Of course, you can coach your employees to maximize their performance. How you handle the bad aspects will depend on your perspectives. Fourth, take on rotational assignments with leadership responsibilities. This will help you decide if leadership / management is right for you. You will take on roles that require you to lead others. You will need to learn quickly on the job. You will risk failure, yet your rotation manager will help you learn. You need to be brave and be willing to receive feedback. However, this will prepare you to becoming a manager. Look to your overall fulfillment in the role. If you enjoy providing technical guidance to your team and reporting status up to your managers, leadership could be right for you. I wish you best of luck in your career.

You've been in your profession for years if not decades. You could be an engineer, computer scientist, financial analyst, or so forth. Do you stay into your current role, or do you transition into leadership? Of course, by leadership I mean taking on a role with manager as its title. I purposely wrote transition into leadership not into management for a simple reason. I believe that professionals in roles of authority should lead people, and they manage processes. Although you have a manager title, you have responsibilities towards your team. You lead them to success. You inspire them to seek continuous improvement through continuous learning. Leading implies you act as part of and for the team. Managing represents an off to the side style with a you versus them mentality. Manager is a title, and leader is a mentality or way of approaching problems that require team efforts. With this clarification, how do you decide if leadership is the right path for you?Why do you want a title of manager? Before you begin interviewing for management position, you must delve deep into that question. This is not just so you can convince your interviewers to hire you for that role. You must self-reflect, so you can make sure that you want to take on the added responsibilities that managers have. Grab several pieces of paper or your favorite note taking app. Make sure that you write down your thoughts, so you can review them on your own or with your mentor. You might find that you have several reasons for becoming a manager:When you take on a new role, it might not address all of the reasons you took at that role. Another way to think about this is that your current role requires you to take on different responsibilities at different times. This is true for positions in leadership. Where am I going with this? You decide which of your reasons are most important for you. Then make sure they match with the role. Put another way, if you do not like working with other people, you will put that as a low priority. You will not enjoy a leadership role because it requires that you work closely with your team. However, if you enjoy helping people work though their issues, you will find fulfillment in this role.Match your reasons for becoming a leader with the role itself. This exercise will help you learn the difference between what you perceive management roles to entail with reality of the roles. Although you can gain satisfaction from being a manager, you should understand that the roles have difficulties. You might need to lay off poor performing employees. You might need to inform the team of potential customers lost. However, you can bear good news. You can coach an employee who has been performing poorly to catch up before time for annual reviews. You can guide your team in making product improvements, so your company wins more customers. Much of this comes from your perspectives. Will your prioritize your motivations such that you avoid crucial conversations or do you embrace them?At this stage, you might not be ready to decide. You might need more information to decide if leadership is right for you. How do you get this information?Start with your own manager. Seek out other managers you have worked with on projects. Ask them the following questions: