Sooner or later, the majority of specialists find out (painfully) after a promotion that technical expertise is not enough to confidently and effectively manage employees.
As specialists with no management experience, they must quickly learn an entirely different set of skills to those that they are familiar with.
They must now win over their employees, lead them, successfully develop teams and delegate tasks efficiently.
Analysts, who for the most part are otherwise used to relying on their expertise, must now intuitively determine how they can motivate various personalities in difficult situations..
Or, for example, how they can deftly use and channel different group dynamics.
It is hardly any wonder that they struggle with time management and are emotionally overwhelmed by immensely demanding personnel tasks, without suitable coaching.
Ultimately, virtually no one is a born manager. Let alone the thoughtful and detail-loving “nerds”
Often, they are later forced to give up their beloved specialist projects, just to enable them to handle the challenging tasks of personnel management..
If they don’t, they are soon faced with twice as many tasks and items on their to-do list. And they suffer as a result of their assumed inefficiency…
That needn’t really exist.