This article was first published by Digiday sibling WorkLife
Traditionally, climbing the corporate ladder meant that once you excelled in your role, you would be promoted to manage a team and make more money. Management has historically been the only path to leadership.
There was one problem: not everyone makes a good people manager. The expression “the best player doesn’t make the best coach” can ring true in the workplace. People management requires a set of skills that is usually vastly different than what one would lean into for their individual contributor role. Sure, training helps, but some people just aren’t meant to be managers, and frankly, simply don’t want to be. But employers still typically sleepwalk into allowing this structure, which can end up being detrimental to a workplace if people who aren’t meant to be managers keep ending up in that role.
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