This article first appeared in The Straits Times
Take a deep look at yourself and know what makes you tick.
“Hey, have you heard the news? Sam, our neighbour’s son, was promoted to manager last week! So when’s your turn?”
Deeply ingrained in our “kiasu” culture, the urge to compare is irresistible. From our test scores in school to the companies we join, comparison follows us everywhere. Understandably, the moment we start working, another race begins: How fast can you become a manager?
Being promoted to manager often means you are valued. It signifies you have potential and can be trusted to run a team. But does that mean managers are more valuable than those who master their subject matter and simply want to focus on deepening their practice?
Managers versus specialists
The Forward SG Report released in 2023 spoke about expanding our definitions of success. That includes broadening the scope of what society deems as successful careers. It’s not just managers who create impact and value at work.
Mr Fadly Rasyad, Enterprise Agile Coach at a bank, told me: “If we quantify impact as what is being delivered to customers, then specialists like programmers are more valuable than their managers who might only optimise resources without benefitting the customer directly. I personally define value as the ability to use your skills to help the organisation achieve its objectives (impact), in whatever shape or form. That means what you do matters more than your title,” he said.
This is not to undermine the value that managers bring. Ms Angeline Yeap, senior banking executive at a local bank, described leading teams as a way to create value for others. “To me, leaders create value by scaling their impact and guiding their colleagues so their work can multiply.”
Ms Kathleen Seah, director, human capital, at PhillipCapital, summed it up by saying that specialists and managers contribute in different ways. “Specialists often have deep expertise in specific areas of work, whereas managers are more focused on coordinating resources to achieve broader objectives. Both are important and valuable in their own ways,” she said.
Listen to our podcast interview with Fadly Rashad, Enterprise explains Why Most Transformations Fail.
Listen to the episode here.
Balancing money and meaning
Why, then, do people chase a manager’s title? One reason is that many of us hanker after material well-being – which is seen as a sign of success – and there is a perception that managerial jobs pay better.
There is some truth to this. While some professionals I spoke with confirmed that their organisations have decoupled salaries from positions, the majority still described promotion to manager as the faster way to a larger pay package. But if we choose to become managers only because of money and status, then we lose sight of the greater meaning altogether.
“I thought I’d be happy once I became manager because the pay rise was handy for my new house and car. However, given the amount of time I spend dealing with difficult people, the money doesn’t seem worth it,” John, a young manager in a global pharmaceutical company, told me once.
The 2022 Quality of Life Survey reported that the happiest and most satisfied Singaporeans are the ones who seek a balanced approach to life. Unsurprisingly, the least happy are those who prioritise only material comfort.
In other words, a bigger pay package alone will not make you happy. You have to ask what kind of work is meaningful and of value. That depends on you. But certain qualities and attitudes are worth bearing in mind.
Mr Wilson Ong, a seasoned HR professional, spotlighted the need for everyone – specialists and managers – to be equipped with strong leadership skills and a deep curiosity to learn. These coincide with the top 10 skills professionals need in 2023 and beyond, listed in The World Economic Forum’s Future of Jobs 2023 report.
“In our hyperconnected world today, leadership skills like collaboration and influence are vital. The increased pace of disruption also means we need to keep learning. Put the two together, we create impact and value more easily.”
Ms Seah also highlighted that specialists in areas where demand far outweighs supply can command higher salaries than their managers, but they must hone their leadership skills to go further. “Some rapidly rise up corporate ranks due to the enormous impact they delivered, but these specialists still need to gain skills like collaborating with other managers to amplify their impact, or networking with other specialists to gain mentorship and broaden perspectives. The drive to learn is also key because their success depends on their rare skills,” she told me.
In other words, successful managers and specialists are not necessarily different animals but may need to tap similar skills to make an impact.
HR policies need to keep up
How you are rewarded influences the career path you take. In theory, all work must be valued in accordance with the value it creates. In reality, corporate practices still lag behind this ideal.
Mr Rizen Tan, a researcher in bioscience, pointed to the lack of promotion pathways for those who did not aspire to become managers. “When the system does not reward you for being a passionate subject-matter expert, it takes a lot of guts to stay on the path,” Mr Tan said.
Many company set-ups also keep both specialists and managers on the same salary bands, potentially creating competition and comparison between the two. The good ones get their employees to immerse themselves in work that brings out the best in them – and recognise them for this.
Ms Shinn Teo, associate director at a European university, compared and contrasted her experience and impact, as a manager and specialist.
“Being a manager was rewarding for me as I enjoy nurturing others, but it also took time away from what I do best – being the prolific connector within the larger ecosystem. My decision to move into a specialist role allowed me to meet the intense needs of the university. My impact today is even greater because I get to focus all my energy on establishing industry partnerships, so our alumni can gain abundant career opportunities.”
Listen to our podcast interview with Shinn Teo, Associate Director for Alumni and Careers, highlighting the value of human-centric connections at work.
Listen to the episode here.
Being true to yourself
Social media can make you feel that you are being left behind. When you see others sharing their lavish possessions or career wins online, it’s easy to believe that you are not keeping pace.
Rachel, a 24-year-old Gen Zer, was a victim of this phenomenon. Things got so bad that she quit social media altogether to focus on building her career, her way.
Your best vaccine against the fear of missing out, when it comes to your career, is a clear sense of your authentic self. You should know your own strengths and weaknesses, and which career path and role will make you happy. Ms Neetha Nair, chief human resources officer at Prudential Assurance Company Singapore, said it was important to know who you are and what drives you. “Let it be a happy choice and not a compromise,” she said.
Regardless of which path you choose, find constructive ways to support yourself and succeed.
If becoming a manager is meaningful to you, navigate the transition. Gallup’s research reveals that about one in 10 people naturally possesses the talent to become a great manager. That means the vast majority would need some form of developmental support like training, mentoring and coaching to become highly effective managers.
New managers did not always get the help they needed, said Mr Tan. “In general, many people struggle because they are not taught to lead,” he said.
Those who have had bad experiences with managing people should take the time to evaluate them, said Ms Nair. “Past failures could result in self-doubt or imposter syndrome. So, reflect objectively, seek feedback on what could have been done differently, and act on it,” she added.
If deepening your expertise inspires you, go all out and embrace it. Become a specialist with cutting-edge skills. With the right leadership skills and passion to learn, opportunities are abundant.
The best insurance we have in designing a meaningful life of our choice is if we understand our passions and start aligning our actions with them. Based on the options in front of you, choose what is most meaningful to you, balancing that with other goals in life.
In my book, Leaders People Love, I wrote: “If you don’t know what you are made of, then the best version of you cannot be born.”
If you are inspired to explore your domain of passion, learn with fervour and become a specialist. If you love helping others grow and develop, become the best manager possible. If traversing both paths excites you, go ahead and make waves!
Either way, the world is now big enough for all of us to find our unique spot and create value for others that is meaningful and joyful.
Ready to Take the Next Step?
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Explore our executive coaching programs, and corporate training courses. You can also hire Chuen Chuen as your speaker at events so that your organization will become agile, adaptive, and future-resilient.
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