SHUTTERSTOCK ILLUSTRATION something isn ’ t the only way to do that process helps with flexibility , growth opportunities and the ability to handle change when outside forces demand it .
Managing is different than doing
Imagine that you work in a widget factory where you and 10 other people take widgets off the conveyor belt and put them in a box . You are terrific at this and can fill more boxes than any other employee . You are the best widget boxer , so should you be promoted when a management position becomes available ?
The manager spends only a small percentage of time touching the widgets . Most of the time , what the manager does is create schedules , solves problems between employees , ensures compliance with the Fair Labor Standards Act by approving overtime , coaches struggling employees , trains new hires and works with other management team members to create more efficient processes .
And the manager is held accountable for sexual harassment , racial discrimination or other legal violations on the team . Suppose an employee has a disability or an illness ; the manager must work with human resources to go through the interactive process required by the Americans with Disabilities Act to find a reasonable accommodation .
Whew ! Can you see why the best widget boxer may not be the best manager ? Being able to do the work is often a tiny part of the job .
If the company leadership is looking for a new widget-boxer manager , it often makes sense to pass on the best doer and instead promote the person who has the other skills . Companies often look outside the company for managerial positions because they feel the current employees simply don ’ t have the needed skills .
There is probably little that you know that he doesn ’ t , at least as far as practical knowledge . Sure , you remember something that happened in 2003 before he joined the company , but it ’ s unlikely to affect day-to-day operations .
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