If I didn't Have to Manage People, I'd actuallly Enjoy my Job...
14 August 2025
If I didn't have to manage people, I would actually enjoy my job
Ah, the classic love-hate relationship with managing people! You’re not alone feeling this way. A lot of people are put into management roles because they’re great at what they do—sales, engineering, operations—but suddenly, the job changes from doing the work they are really good at, to managing people, personalities, and, let’s face it, drama. It’s no surprise that many think, If I didn’t have to manage people, I’d actually enjoy my job.
Here’s the truth: managing people is hard. It’s messy, unpredictable, and often frustrating. People aren’t machines; they don’t operate on a straightforward input-output system. They have emotions, needs, quirks, and sometimes, they just don’t do what you expect of them. It can feel a bit like babysitting at times, especially when you’re dealing with conflicts, lack of accountability, or constant hand-holding.
But let me offer you a different perspective. Managing people doesn’t have to be a drain—it can actually be one of the most rewarding parts of your job, but it requires you to make a mindset shift. Instead of seeing it as a necessary evil, think of it as an opportunity to amplify your impact. When you’re working solo, you can only achieve so much. But when you’re leading a team, your influence multiplies. You’re not just achieving results yourself; you’re helping others reach their potential and to contribute to something bigger.
That said, the key is learning how to manage people in a way that works for you. Some ideas:
• Empower instead of micromanaging: Focus on building trust and giving your team the autonomy to take ownership of the processes that lead to results .
• Set clear expectations: People need to know what success looks like. When the description of your expectation is clear, you spend less time chasing or fixing things.
• Focus on relationships, not control: Investing time to understand what drives your people makes a huge difference. When they feel valued and supported, they’re more likely to perform.
• Don’t do it all alone: Delegation isn’t just about lightening your workload; it’s about developing your team’s skills.
And if you still find yourself dreading the people part, you’re not wrong to question whether managing others is what you really want to do. Not every great contributor needs to be a manager. There’s value in both management and individual expertise—it’s about you figuring out where you can thrive and enjoy what you do.
Written by Mark Deavall
If you would like to talk to me, please call me on +2782 465 5481 or email me on markd@markdeavall.com
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