After four years as a manager, I’ve come to appreciate just how intense the stress can be compared to my time as an individual contributor (IC). The level of responsibility and the emotional load that comes with managing people are things we can't fully be prepared for. If I had jumped straight into an executive role, I’d probably have developed ulcers by now. Even though making that leap is possible, I wouldn’t recommend it without preparation.
Managing people from diverse backgrounds, cultures, values, and levels of understanding—something I learned during my time in the Army—is one of the most significant challenges of leadership. People management is a separate and complex skill set that takes deliberate practice and a high level of Emotional Quotient (EQ). As a manager, you’re not only driving projects forward but also taking care of the people who execute them. And whether or not they report directly to you, they look to you as someone who should have the answers and provide stability.
Ben Horowitz, in The Hard Thing About Hard Things, emphasizes that leadership isn’t just about guiding people; it also involves making difficult decisions, such as letting people go, which can deeply impact an organization. Horowitz also discusses how executives are ten times harder to find and replace, even in the best cases. This reality underscores the immense pressure that comes with higher-level roles. As leaders, our decisions reverberate through the organization, and finding the right person to fill a critical leadership gap can be incredibly challenging and costly.
Navigating these complexities is tough, but the personal and professional growth that comes with it is invaluable. The stress is intense, but so are the rewards of making a meaningful difference.
After four years as a manager, I’ve come to appreciate just how intense the stress can be compared to my time as an individual contributor (IC). The level of responsibility and the emotional load that comes with managing people are things we can't fully be prepared for. If I had jumped straight into an executive role, I’d probably have developed ulcers by now. Even though making that leap is possible, I wouldn’t recommend it without preparation.
Managing people from diverse backgrounds, cultures, values, and levels of understanding—something I learned during my time in the Army—is one of the most significant challenges of leadership. People management is a separate and complex skill set that takes deliberate practice and a high level of Emotional Quotient (EQ). As a manager, you’re not only driving projects forward but also taking care of the people who execute them. And whether or not they report directly to you, they look to you as someone who should have the answers and provide stability.
Ben Horowitz, in The Hard Thing About Hard Things, emphasizes that leadership isn’t just about guiding people; it also involves making difficult decisions, such as letting people go, which can deeply impact an organization. Horowitz also discusses how executives are ten times harder to find and replace, even in the best cases. This reality underscores the immense pressure that comes with higher-level roles. As leaders, our decisions reverberate through the organization, and finding the right person to fill a critical leadership gap can be incredibly challenging and costly.
Navigating these complexities is tough, but the personal and professional growth that comes with it is invaluable. The stress is intense, but so are the rewards of making a meaningful difference.
Well said and great perspective Mikey. Appreciate you sharing.