This begs the question, why, when people are exceptional at their job, do businesses try to change the person's job?
Last week, I did an interview with Bill Oldfield , where I asked him about his career in light of his recent IEEE Microwave Application Award. Bill shared quite a bit with us, but what seemed to strike a nerve with some readers (and myself) was his remark that "they tried to make a manager out of me, but I do not like to manage people."
This begs the question, why, when people are exceptional at their job, do businesses try to change the person's job? This "making one a manager" is in large part why I started my own consulting company 13 years ago this month. More than anything else, I wanted to write. The conversation went something like this: But, you're really good at it, we want you to manage all the writers. But, I just want to write. We need you to manage all the writers. OK, then I will need to leave...
My question is, why can't some of us simply lead by doing? Why do we have to lead by managing? How about you? Do you find that your organization values the "management ladder" more than the "technical ladder." Does that annoy you? Are technical people regarded with the same esteem as those on the management track? Sound off below.