I focused on exceeding my quota goals and on rationalizing my failure away. I decided to go back into my sales role, and to turn my back on management. The warm Hawaiian breezes soothed my bruised ego and tempered my humiliation. During the award trip, I had to decide if I wanted to accept his offer to return to my salesperson role. Imagine my surprise when, without warning, the District Manager paid me a year-end visit to tell me that I was being demoted. I had failed as a manager despite my results. By the end of my "Rookie Manager" year, my team had exceeded its annual goals, and we'd earned the President’s Club award trip to Hawaii. I had completed another year as a top sales performer and, immediately started the next one as a Branch Manager (a promotion for which I'd lobbied). Otherwise you’re taking on a lot of extra stress and responsibility for very little personal reward.Failure often brings painful, yet memorable, lessons. It might be difficult to fully appreciate those lessons at the time, though. That's how it was for me. If you’re happy on the tools and love what you do, a more sensical pipeline is to become a specialist or a team lead. It’s about whether your passion and goals align with the role. The fact is, management isn’t for everyone. Seeing your job drift out of alignment with your passion can be a rough reality and rougher transition. Managers spend less time on the tools, and more time strategising, training and leading. While this is a dream for some, for others it’s a nightmare. When people prove themselves to be highly efficient and knowledgeable on the tools, a natural pipeline for them is into management. Some people thrive being on the tools - being a knowledge specialist in their organisation. This doesn’t mean they were poor leaders, or bad managers. According to some respondents, their biggest mistake was becoming a manager in the first place.Īt the crux of every story is the fact that some people simply aren’t going to thrive in management. The 11 most common mistakes to make as a manager are:Ībove and beyond any of the mistakes you could make as a manager is a bigger, more serious one. If you know about the most common mistakes from the minute you step into your first management position, you’ll be able to recognise them before they happen, learn from them if they do happen, and hopefully avoid anything disastrous. To find out about the biggest (and worst) mistakes people have made while working as a manager we surveyed 200 people from middle management through to executives. Not all mistakes are career-ending, but even small ones can carry big consequences. In leadership, the same mistakes can trip you up from junior management, all the way to the C-suite. And when you’re learning a lot - quickly - it’s a breeding ground for mistakes. It’s a catch-22, because there’s a steep learning curve when you step into management. With so much responsibility, even small mistakes can be costly. You’re responsible for yourself, your team, and your team’s objectives. Management is one of the most demanding roles in any business. But what happens when you’re in a role where one mistake could end your career? Learning from a mistake is the best way to improve.
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