I don't want to be a people manager.

Anonymous

May 5,2023 at 5:34PM UTC

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I don't want to be a people manager. I'm content as an IC in my role. I have over 15 years of experience, and I've found that I don't like managing others. I've done it in the past and it hasn't been the greatest experience, as I've never had mentors, I've been in toxic environments with toxic managers who did not support me, etc. and so I didn't enjoy managing others. I don't want to start "learning how to manage others" now, even with a good mentor. I like worrying about myself and my own performance, not others who may or may not be up to the being a good performer.

I'm fine being an IC for the rest of my life. But as one progresses in their career, if you don't aspire to be a people manager then it looks like you're not ambitious to your company. I do want promotions, but as an IC. How do I communicate this without shooting myself in the foot?

How has anyone else navigated their career as an IC with decades of experience?

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AnonymousMay 5,2023 at 7:17PM UTC
I am right there with you!! I love being an IC and I don't see anything wrong with this.
As you've said, there's definitely a stigma if you don't express or show interest moving into a people management role.
I agree that you shouldn't have to manage people to "move up" in the role you want. You have a lot of experience to offer so I would definitely just lean on growing your skills and branding yourself as a subject matter expert/internal consultant in your area of work.
If you're up for it, you might even have to design your next role from scratch and advocate for it. Put your plan together and sell your experience, the projects you've managed/worked on, tell your impact story, etc. It's definitely an art of persuasion to it but it is totally doable. Good luck to you!!
Sarah ChambersMay 5,2023 at 8:19PM UTC
I appreciate this question. As a manager, I started at an org that gave me their assessment of the team I was coming in to manage. One included a woman identified as a potential manager.
Assessments to me were a data point. When I sat down with everyone our very first convo was around passion and career path. What do you love doing? What area within this role or within a company are you driven to and passionate about?
She was on paper one of 2 with the most experience. She absolutely hated the idea of managing, but turns out she saw that as the only way to progress in her career financially and marketability. I'm proud to say I pulled that weight off her shoulders and opened her up to really explore.
She, unlike many on the team, loved the contract process. We outlined goals and she came to the table with projects leaning into an area that supported her and the business. While she is in CS / Sales today, I see a future for her at an org in a procurement role.
People need leaders and manager that really love the role. They also need leaders that can help them during the time they are teamed up to support career path.
At the same company I helped a CSM move over to Sales. Hurt me as I didn't get backfill, but to watch him thrive in the new role was well worth a few extra late nights to pick up the slack (and not just dump in on the rest of my team).
Hope this story helps!!
AnonymousMay 29,2023 at 12:57PM UTC
I'm in a similar situation. I have 20 years of experience in my industry and recently stepped back from my first management role. I only had one employee but she made my work unbearable. I also work for a poorly managed organization so I didn't have a mentor or anyone to turn to for help. My supervisor is taking on my former direct report. I live with a chronic illness and just don't have the energy to deal with a toxic employee. It's unfortunate that most career ladders include managing others. Not everyone aspires to manage people. Some of us just want to do our own work and get paid well.