HBR On Leadership: Episode Summary - "What It Really Takes to Be a Manager"

Podcast Information:

• Title: HBR On Leadership
• Host/Author: Harvard Business Review
• Description: Leadership isn’t a trait; it’s a set of skills. Whether you’re managing up or motivating a team, HBR On Leadership is your destination for insights and inspiration from the world’s top leadership practitioners and experts. Every Wednesday, the editors at the Harvard Business Review hand-pick case studies and conversations with global business leaders, management experts, and academics from across HBR to unlock the best in those around you.
• Episode: What It Really Takes to Be a Manager
• Release Date: September 25, 2024

Introduction

In the episode titled "What It Really Takes to Be a Manager," Ellen Van Osten, a professor at the Weatherhead School of Management at Case Western Reserve University and co-author of Helping People Change, delves into the nuances of transitioning into managerial roles. Hosted by Alison Beard and Dan McGinn, the discussion revolves around real-life dilemmas faced by individuals aspiring to become managers, offering actionable advice and insights grounded in research and practical experience.

Case Study 1: Reluctant Academia - The Professor's Dilemma

Listener's Question: Dan McGinn presents a scenario involving a professor at a small university who is being pushed to become the department chair—a role that would shift his focus away from beloved teaching and research towards administration and bureaucracy. Despite his reluctance and the previous chairs' short tenures, his colleagues believe he is the only qualified candidate.

Key Discussions and Insights:

1. Understanding Management Material:

   • Ellen Van Osten ([02:43]): "Management material to me is really about having what it takes to be effective and successful in working with others. The manager's role fundamentally is about being able to connect with people and lead them to accomplish something."
   • Emphasizes that managerial skills can be developed rather than being innate.

2. Reframing the Decision:

   • Alison Beard ([05:52]): Suggests not viewing the decision as a binary "yes or no" but exploring alternative solutions such as limited tenure or redesigning the role to mitigate disliked aspects.

3. Negotiation and Role Redefinition:

   • Ellen Van Osten ([06:39]): Recommends having one-on-one conversations with peers to discuss department goals and possible redesigning of the chair's responsibilities to distribute burdensome tasks.

4. Consequences of Declining the Role:

   • Ellen Van Osten ([10:30]): Highlights the potential negative impact on departmental leadership and representation within the larger university system if the position remains unfilled.

5. Strategies for Decision-Making:

   • Alison Beard ([08:47]): Advocates for making the role "tolerable" for a limited period as a pragmatic approach.
   • Alison Beard ([09:56]): References Bruce Tulgan’s advice on handling requests thoughtfully, emphasizing the importance of due diligence and providing well-reasoned explanations if declining the role.

6. Potential Upsides of Accepting Management:

   • Dan McGinn ([11:23]): Shares anecdotal evidence where reluctant acceptance of a managerial role led to unexpected career growth and satisfaction.

7. Comprehensive Advice Summary:

   • Reframe the decision beyond binary choices.
   • Negotiate role terms and consider limited tenure.
   • Communicate openly with peers and superiors.
   • Recognize potential personal and departmental benefits.

Notable Quotes:

• Ellen Van Osten ([03:16]): "Management material is the kind of thing that one can develop, which is encouraging. Right? Gives us all hope."
• Alison Beard ([09:56]): "Bruce Tulgan would say every request that comes to you deserves consideration. So it should never be an immediate yes, and it should never be an immediate no."

Case Study 2: Managing Without Authority - Navigating Family Business Dynamics

Listener's Question: Dan McGinn introduces a situation where an individual has been effectively managing a team without the official title or authority in a family-run mortgage company. Despite his contributions and success, his relative, the branch manager, resists promoting him, citing vague reasons and possibly favoring financial incentives that discourage transparency.

Key Discussions and Insights:

1. Complexities of Family Businesses:

   • Ellen Van Osten ([26:38]): Highlights the intricate personal and professional dynamics inherent in family-run organizations, suggesting that these relationships add layers of complexity to promotions and role definitions.

2. Building a Professional Identity:

   • Ellen Van Osten ([28:11]): Recommends establishing a business-focused relationship with the branch manager to shift perceptions from familial ties to professional capabilities.

3. Strategic Conversations:

   • Dan McGinn ([33:19]): Advises initiating discussions about the future direction of the business and the listener’s potential role within that vision.
   • Ellen Van Osten ([30:53]): Encourages asking the branch manager actionable questions like, "What's one thing I need to do more of or do differently to be successful?"

4. Leveraging External Opportunities:

   • Ellen Van Osten ([20:11]): Suggests exploring opportunities outside the current organization to broaden horizons and potentially find roles better suited to his aspirations.

5. Enhancing the Resume and Professional Development:

   • Ellen Van Osten ([22:52]): Recommends self-assessment to identify skill gaps and pursue additional education or certifications to bolster management credentials.
   • Alison Beard ([24:09]): Emphasizes the value of transferable skills and encourages confidence in presenting a unique background as an asset.

6. Overcoming Age and Experience Barriers:

   • Alison Beard ([17:48]): Counters age-related insecurities by highlighting the advantages of maturity and experience, and the transferability of skills across industries.
   • Dan McGinn ([24:09]): Notes that in certain industries like government, age discrimination is less prevalent, suggesting a more favorable environment for experienced professionals.

7. Building a Compelling Narrative:

   • Ellen Van Osten ([21:33]): Advises preparing a narrative that clearly articulates contributions and impact, supplemented by strong references to overcome initial resume screenings.

Notable Quotes:

• Ellen Van Osten ([16:38]): "It's never too late to reach for your dreams."
• Alison Beard ([19:08]): "If she recognizes all those things and approaches this move with more confidence, it could help."

Conclusion

The episode underscores that becoming an effective manager is less about inherent traits and more about cultivating essential skills and navigating organizational dynamics thoughtfully. Ellen Van Osten, along with Alison Beard and Dan McGinn, emphasizes the importance of:

• Self-Assessment and Growth: Continuously developing managerial competencies and being open to learning.
• Strategic Communication: Engaging in meaningful dialogues with stakeholders to negotiate roles and responsibilities.
• Flexibility in Decision-Making: Considering creative solutions beyond binary choices to align personal aspirations with organizational needs.
• Leveraging Networks and External Opportunities: Building relationships and exploring roles outside the current organization to advance career goals.
• Confidence and Narrative Building: Presenting a well-articulated personal story that highlights unique strengths and contributions.

By addressing these areas, individuals can better navigate the challenges of transitioning into management roles, whether within academia, family businesses, or other organizational structures.

Notable Episode Quotes:

• Ellen Van Osten ([02:43]): "Management material to me is really about having what it takes to be effective and successful in working with others."
• Alison Beard ([05:52]): "Maybe one of the compromise areas is a limited tenure. Could he be willing to serve for a year, or does he feel like that's too much, even?"
• Ellen Van Osten ([16:38]): "It's never too late to reach for your dreams."

For more insights and discussions on leadership, subscribe to HBR On Leadership available on Apple Podcasts, Spotify, or wherever you get your podcasts. Share this episode with colleagues and friends to inspire effective leadership within your organizations.