Stepping into a people management role is often seen as the "next logical step" for top performers. But here's the thing:
Not everyone wants to manage people. And more importantly? Not everyone should.
When someone gets promoted into a leadership role they didn't ask for—or don't feel drawn to—it rarely ends well.
The Promotion That Feels Like a Trap
I’ve coached enough leaders to know this pattern:
- A high-performer gets promoted.
- They don’t feel equipped—or excited—about managing people.
- They try to “figure it out,” while quietly missing the work they enjoy.
- They feel the strain.
- Their team feels the strain.
All because nobody asked them one simple question: “Do you actually want to lead people?”
Managing people is a responsibility, not a reward
People management is not a step up the corporate ladder. It's a different ladder altogether and requires a different mindset and set of skills. It's about holding space, sitting with ambiguity, navigating messy emotions, and playing the long game—where your job is to help others shine, not just yourself.
Forced managers often become accidental blockers
It often shows when someone steps into a people management role reluctantly or half-heartedly. They may micromanage, avoid tough conversations, delegate poorly, or struggle to develop their team. Meanwhile, talented team members get stuck under someone who's not equipped—or interested—in helping them grow. That's a lose-lose.
People deserve desirable career paths
We need to change the narrative around growth, as managing people is not the only way to make an impact and grow. Career development should never sideline brilliant technical, creative, or operational talent. Let's build parallel career paths where people can rise, earn more, and expand their impact without managing others.
The best managers are those who choose it
Great people leaders are often those who ask for it. They're curious about people, excited by the growth of others, and willing to take responsibility for the team's performance. They get energised by team dynamics, not drained by them. They take on the challenge because it pulls them—not because it is the next step on a checklist.
What can organisations do to avoid this pitfall?
- Ask the question: "Is management something you're actually interested in?"
- Build dual career tracks: Honour both people leadership and technical mastery.
- Celebrate individual contributors: Shine a light on those who grow deep, not just wide.
- Make it meaningful: When someone says, "I want to lead," make sure they know what they're stepping into—and support them properly.
Final thoughts
Leadership isn't a reward—it's a responsibility. And it works best when someone chooses it with eyes open, not as the next checkbox on their career ladder.
Let's stop confusing growth with people management. True growth is about alignment—of strengths, energy, and values. It's not about pushing people into roles they never wanted in the first place.
