Learning to Manage

By Allison Berman

Several people, who excel professionally in the beginning of their careers, find as they move up the corporate food chain their jobs become progressively more and more challenging. Why? They no longer do the work themselves - instead they manage a staff that that does the work for which they once were responsible.

It sounds counterintuitive but I found managing people harder than doing the work myself. Even with a strong team to whom you can delegate, a good manager tries to make the staff feel fulfilled in their positions. That means different things to different people, so sometimes as a manager I felt more like a therapist and less a marketing executive.

"Hands on" managers need to be careful to respect the boundaries of an employee that prefers to work independently. Other employees need constant positive reinforcement which can be difficult for a manager who only gives feedback when there is a problem.

As a manager I loved teaching my team, watching them excel, knowing I was helping them move forward in their careers. Unfortunately, as thrilled as I was when my staff succeeded, I took it so personally when certain staff members demonstrated less than stellar performances. Looking back, it's not surprising I struggled to give negative feedback considering my challenges with saying no.

To spare the employees' discomfort (and my own) I avoided telling them when they weren't doing something well and ended up creating bigger problems than if I had gotten over everyone's feelings and been upfront from the start.

Regardless of your profession, at some point the only way to move up the corporate ladder is to assume managerial responsibilities so you better be a good leader. If you weren't born a natural leader, you better learn how.

My previous employers happily paid for me to develop my marketing and communications skills. I took assorted classes in Microsoft software, media training, and general business administration, but never once did I take a class on personnel management. My employers never suggested it and I foolishly never asked because I was too busy honing my professional skills.

As it turns out a class on personnel management might have been even more advantageous because not only would it have helped me do my job better, it would have helped me in life.

I no longer create captivating power point presentations or write macros in excel. Instead of planning corporate events I now plan birthday parties. And rather than managing a several hundred thousand dollar budget, I now balance my checkbook.

One of the few skills I still use from my "professional days" is managing people. I manage the drycleaner, the babysitter, the cleaning person, and anyone who has children knows just how much "management" they require.

It turns out no matter where you are, no matter what you do, you can't escape managing people. I guess there is no time like the present to focus on learning to do it well.

Allison Berman, an artist and mother of two, handpaints custom home accessories for interior designers and private customers. She works out of her home studio in Warwick, NY. See her collection at www.withlovealib.com. She can be reached at ali@withlovealib.com. Her column appears Tuesdays.