Many, many years ago (I could probably add a few more "many's" in there), I got hired on with a bank as a BAMT. Banks love their acronyms- Branch Assistant Manager Trainee. When I accepted the job, I actually did it without much thought. I had not set a goal to be either a banker or a manager, I just got the offer and decided it was worth a shot. Thirty plus years of banking later, I guess I could call it a good decision.





The truth is, I really had no idea what it meant to be a manager. There were a few books around on leadership, but it certainly wasn't a hot topic as it is today. The training focus was all on tasks, risk management, and oversight. Nothing whatsoever about how to lead employees.





The state of the working world has changed drastically from then. It was a time where people started a job and were likely to stay at it for at least 30 years unless forced to leave. Job satisfaction meant you had a job and got paid. Everything was less complex, it was pretty easy to learn your job and become somewhat of an expert, employees were relatively happy, customers were happy. Somehow I had success in the role and steadily advanced.





As the world changed, became more complex, technology advanced, and the pace of change accelerated, it meant a significant change in the role. You could no longer be effective just because you were good at tasks. It was difficult to adjust initially. I recall one very busy branch I managed, in a city that was rapidly growing and staff turnover suddenly became a big issue. The organization was struggling to keep up with pay rates of other companies, cost of living was climbing, and people were leaving for better compensation. I remember saying to my peers, "Any week where an employee doesn't resign is a good week."





As the role became more demanding and complex, I often question my skill set and effectiveness. A few times I even stepped away from the management role to get a break from all the demands. But I always came back to the role. I didn't realize it at the time but people were making plans for me to be in a management role, because although I often doubted my capabilities, I was actually a very successful and effective leader.





What drives people into a management role? Sometimes it's money, the title of manager, power, or wanting a challenge. These are valid reasons, but not what always led me back. The challenge yes, but more important, it was my love of people and wanting to make a difference. Notice one thing here, I was not in the role because I desired success. Sure, I wanted success, but not so that I could get awards and better bonuses. These things were great, but not the driving force. The people were. I loved to see what people could bring to the table, what they excelled at, where their development points were, and how I could help them be the best they could be.





I recall when I heard from a senior manager that a previous assistant manager of mine had said that out of all the people she worked with over the years, I was the one she respected the most. Another assistant manager of mine, who was actually not cut out for the role at all, said that my candor and encouragement to another career path was the best thing that happened to her. So yes, I'm bragging a bit here, which I don't normally do. ( if you read my other posts, you'll see all the errors and learning I had along the way!).





All I'm saying is this: If you don't love people, value their differences, truly wish for their every success, then you may want to rethink going into a management role.



