Manager: A Profession, Not a Function

Are you aware of how many managers in Poland are inadequately prepared for their roles? Companies often fall short by assuming top specialists will “learn management on the job.” Do you perhaps see many such leaders in your organization who struggle to manage their teams effectively? This is a widespread phenomenon with serious consequences.

How often do you encounter managers whom you feel "aren't fit for the job" and perhaps shouldn't be in their roles? You might notice people around you who lack the necessary skills or don’t fulfill their responsibilities properly. Or perhaps you occasionally think that way about yourself? Do you wonder if you might be one of those specialist-managers who received a promotion but lack the essential management skills?

Unfortunately, this is a common problem, stemming not only from individual shortcomings but also, and perhaps primarily, from inefficient talent management processes in companies. The most common reason for this situation is the lack of awareness that the role of a manager is more than just a promotion to a higher position—it’s a profession requiring proper skills, competencies, and preparation. Companies must embrace the necessary investment in developing their leaders so they can manage their teams effectively and achieve future success together.

The Traditional Promotion Path: From Specialist to Manager.

In most corporations, the career path is as follows: a specialist who excels in their duties is promoted to a managerial role, often without additional preparation. The best salesperson becomes the sales manager, and the best engineer becomes the head of the technical department. Unfortunately, the result of such promotion is often unsatisfactory for both the manager and the team. Studies show that even the most advanced technical or specialist skills do not directly translate into effective team management. To fulfill their role, a manager needs leadership qualities, the ability to organize team work, and the skill of task delegation. This requires not only practice but also a broad competency base.

Problems Stemming from Unprepared Managers.

Managers promoted from specialist lines often rely on their expertise to build authority. However, the lack of managerial skills and competencies leads to many problems. Reports indicate that 60% of managers feel they did not receive adequate support in developing leadership skills, resulting in low team morale and higher employee turnover.

A lack of essential leadership competencies affects the quality of team management. Managers often resort to micromanagement to regain confidence and compensate for their shortcomings. Consequently, they fail to harness the full potential of their employees, instead focusing on solving problems within their comfort zone, which lowers team efficiency. This issue is not only frustrating for employees but also dangerous for the entire organization. Such managers not only fail to develop but also reinforce their poor practices.

The Statistics Don’t Lie...

Studies show that the most common challenges managers face are a lack of team management, communication, and task delegation skills. Only 24% of managers possess effective communication skills. Moreover, 42% of managers admit to having difficulty building trust within the team, a key aspect of effective management. Such deficits directly lead to misunderstandings and conflicts, which, over time, often ruin team morale.

This could be remedied if companies and organizations understood how crucial it is to prepare managers for their roles before they assume them.

Unfortunately, most companies do not plan this process in advance, often resulting in chaotic and ineffective management. Programs for specialists and high-potential individuals that involve a structured process of preparing employees for the role of manager are rarely available.

Manager as a Profession.

A manager is not just an extra function but a full-fledged profession that requires careful preparation and ongoing competency development. The manager’s role goes far beyond day-to-day task management; it focuses on creating an environment conducive to team development and building an organizational culture where each employee feels valued and engaged. A key aspect of this role is motivating employees, which requires interpersonal skills, empathy, and the ability to adapt management styles to meet individual team members' needs.

From Technique to Strategy.

Key managerial skills can be divided into three main categories: technical, interpersonal, and conceptual skills.

Technical Skills: These include expertise and practical skills related to a specific area of activity. At lower levels of management, technical skills may overshadow other deficiencies. However, as one advances in the organizational hierarchy, their importance decreases.
Interpersonal Skills: This refers to the ability to communicate, collaborate, and build relationships with others. Managers must be able to motivate their employees, build trust, and create a team where everyone feels appreciated and motivated to act.
Conceptual Skills: This is the ability to analyze situations, understand complex problems, and make strategic decisions. These skills are essential at higher levels of management, where managers must make decisions that affect the entire organization.

As life proves, effective management requires not only technical skills but, more importantly, people skills and the ability to think conceptually. As managers advance, the latter skills become crucial, while technical competencies take a back seat.

Ideally, a manager would have a complete toolkit of managerial and substantive skills. However, if that’s not possible, it’s far more beneficial for the organization that future managers are prepared to lead a group rather than the other way around. Today’s job market places new challenges before managers. Technological advances, changing employee expectations, and the need to innovate require leaders to not only be good specialists but also to inspire, motivate, and guide their people through uncertain times. Therefore, understanding that a manager is a profession requiring comprehensive preparation is crucial.

Investing in Managers.

To become an effective manager, it is essential to invest in developing one’s skills. Companies should provide training and mentoring to help managers acquire the necessary competencies. Management development programs, such as ProfBoost LeaderWISE+®, are excellent solutions that comprehensively prepare future and current managers for their roles. They offer theoretical knowledge and practical skills in a comfortable training environment, enabling effective team management afterward.

Best practices also include regular feedback sessions, coaching, and access to industry literature to stay updated on management trends. Examples of effective tools include e-learning platforms, leadership development programs, and mentoring networks that connect experienced leaders with junior managers. We encourage you to take advantage of business mentoring with ProfBoost, which will help you develop your managerial skills and successfully implement innovations in your team.

Sustainable improvement of managerial skills also involves practical, active manager actions. Participating in workshops and training that focus on specific topics allows one to delve into important management aspects such as communication, conflict resolution, and time management. The key to success will also be reflection and self-analysis of one’s strengths and weaknesses to consciously identify areas requiring further development.

Building a network of contacts that enables sharing experiences and best practices with other managers is also valuable. Observing effective leaders and analyzing their management approach can provide valuable insights and inspiration. Ultimately, a continuous pursuit of growth and openness to feedback will be crucial to achieving success in the manager's role.

Manager: A Profession, Not a Function.

Unprepared team managers have serious consequences for the organization. Companies should stop treating managers as an additional function and instead invest in their development as professionals. Managers must be well-equipped to give their teams the maximum, creating an environment that fosters innovation, engagement, and long-term success.

After all, an effective manager is not only a specialist but, above all, a leader who understands that their role is not only to manage tasks but also to develop the people who make up the organization. A manager is a profession, not just a role.

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