So, I left Shannon to ponder why. Why was she drawn to be a manager? I asked you the same question.
Shannon was promoted to manager as the next thing in her career. It was different than she thought it would be. She thought being a manager would make her more important (it does). Being a manager provides authority to tell people what to do (prescribing authority).
The additional compensation doesn’t last. Being important may stroke a manager’s ego, but that ego trip wears thin very fast in the face of accountability. It’s not about the manager. It’s about the relationship between the manager and the team member. Shannon’s report –
“But you were right. It wasn’t for the money. It wasn’t so I could order people around. I just want to make a difference. A difference for the company, a difference for the people on my team and to make a difference for me.”
It seems that Shannon has a cause. But having a cause is not enough. To be a truly effective manager, Shannon has to be had by the cause. And it take some time to understand the cause, to be had by it.