It’s not HR’s job to manage your team for you.
Some managers seem to think that when the uncomfortable parts of their role (e.g. performance managing or firing people) get tough, it’s time to hand the task off to HR – or their own manager.
But here’s the thing: a manager’s job is to manage. The clue is in the title.
When we step into a management job, we volunteer to take on every part. The good and the bad. We can’t just pick and choose the bits we like.
Because, management isn’t defined by what we feel comfortable doing. It’s about doing what’s reasonably required to support our team’s long term effectiveness.
And that inevitably involves tough conversations and tough decisions.
Don’t like tough conversations and tough decisions?
Of course you don’t, because you’re a normal human being 😅.
But here’s the good news:
- You can get better at it. Skills like having tough conversations can be developed (a great place to start is the book, Crucial Conversations). And we can practice them in more comfortable environments – for example, try calmly and constructively addressing issues with your partner at home instead of avoiding them
- You don’t have to be a manager. It’s not for everyone. And that’s ok. There’s strength in prioritising what truly makes you happy. If a technical role brings you joy, there’s no shame in stepping back from management
As my dad always told me: if it were easy, everyone would be doing it.
Management isn’t easy. But it’s rarely as complicated as people make it either. And it can be incredibly rewarding – I’ve found few things as satisfying as helping people grow at work. This doesn’t just make them more impactful, it inevitably makes them happier too.
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