Published: Tuesday, Oct. 15 2013 8:00 a.m. MDT
I once worked at a government think tank in Washington DC. When I was promoted
to manager, I had to take fairly extensive training with other new managers.
All it did, sadly, was teach us that we really didn't want to be managers.
I'll let you in on a secret, too. There is nothing more terrifying that
managing a team of skilled people whose jobs you don't fully understand.
And this is the rule, not exception, in many technical organizations.
The problem with surveys is they put words into peoples' mouths. You have
a limited set of pre-written statements you can choose from.Many
"regular" employees don't want to become a manager because they
don't want to become what their managers are. The idea scares us greatly.
We see some of you manager types as the sick people who want all of the glory,
believe you are superior to the "layman" who is actually getting the
"real" work done, and is either getting in the way or is so hands off
you show lack of interest.We dream of a utopia where all employees
are equal in importance without any superficialism. Of course, we know it is
impossible to acheive that, so we let you guys turn to the darkside.
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