Today's
competitive job market makes the retention and engagement of top talent
paramount. I often discuss with my clients about how to
keep talent engaged, and engaging those in
non-people leadership roles specifically is becoming a more frequent
discussion. The stats seem to back this up; according
to Boston Consulting, only 9% of Western
non-managers aspire to become a manager.
Individual
contributors (ICs), who frequently occupy specialist or technical positions,
are indispensable. And for smaller firms, not everyone needs to, or even can,
ascend to leadership level. Sometimes, there's simply no room at the top.
So,
how do you ensure career progression and engagement in such situations? I’ll
explore these concerns and offer some solutions in this article.
Why don't some people want to lead?
The
choice of not taking on leadership roles is multifaceted and rooted in both
personal and professional reasons. Probably most obviously, people management
positions are notoriously time-intensive. There are more meetings to attend and
more responsibilities to juggle - the people aspect can demand significant
time. This increased workload can pull you away from the ‘front line’ and the
core subject matter of your job, which you might really enjoy and be passionate
about.
Skill
mismatch is another important factor. Not every individual has the inherent
skills or capabilities required for effective people leadership - even if
you’re good at your job, managing people requires an entirely different set of
skills and behaviours. Not having strong leadership skills doesn't make someone
less competent at their job, but it can make managerial roles a bad fit.
Personality
dynamics also play a role. Some people are intrinsically more inclined towards
being individual contributors. They may prefer working autonomously, getting to
the heart of problems and finding solutions - without the added layer of team
dynamics. If that sounds like you, the idea of leading a team, with all of its
accompanying interpersonal dynamics, may not appeal.
How can businesses keep individual contributors
engaged?
Understanding
how to keep individual contributors engaged and motivated is critical for
sustained success. These are some ways in which businesses can support ICs:
1. Personal
and professional development
Even
if someone doesn’t want to be a leader, they probably still want to grow in
their career. Businesses can offer opportunities for skill enhancement,
training sessions, workshops or certifications that allow ICs to hone and
expand their expertise. This not only benefits the individual, but also adds to
your company's reservoir of talent. You may also find valuable the blog "Best Leadership Books You Should Read in 2024" on Jooble.
2. Facilitate
their progression
Crafting
clear career pathways that allow for upward mobility without necessarily moving
into leadership roles is also important. This might mean creating senior or
master-level IC roles that recognise and reward deep expertise and sit parallel
with traditional senior leadership roles.
3. Overtly
value your individual contributors
It's
crucial to ensure that your individual contributors don't feel like
second-class citizens. Celebrate their achievements, give them platforms to
showcase their work and integrate them into the fabric of your company's
culture. Recognising their contributions both privately and publicly can make a
significant difference in how valued and included they feel.
4. Encourage
non-people management leadership
You
can still be a leader without having a team. Encourage individual contributors
to take up initiatives, lead projects or become champions of certain causes.
Their influence can be magnified by being well-networked within the company,
sharing knowledge and mentoring less experienced employees.
5. Challenge
the perception of ICs
The
traditional notion of career success is senior leadership or people management.
Businesses need to actively challenge this notion, showcasing that success can
also be measured by depth of expertise, influence and impact.
6. Broaden
their roles
Diversify
the roles of your individual contributors by encouraging them to represent the
company at external events, giving them opportunities to collaborate with
different departments or involving them in strategy sessions. This approach
enriches their job profile, giving it both breadth and depth.
7. Deepen
their roles
As
companies evolve, so do roles. Allow individual contributors to diversify their
roles, explore adjacent areas of expertise, and become holistic professionals.
This not only keeps them engaged, but also brings fresh perspectives to the
table.
Importantly,
you shouldn’t assume that people want to lead. Have that conversation with them
openly - it’s much better to know upfront than put someone into a leadership
role that they can’t or don’t want to do.
It
becomes obvious pretty quickly when a new people leader isn’t up to the role - according
to Forbes, 58% of managers say they
didn’t have management training, and one
statistic I’ve come across says that only 10% of people
are natural leaders. Sometimes, all that’s required is personal development
(which is something
that Hanover can help with), but it’s important to put
this in place before any roles change.
How to grow your career without becoming a people
leader
If
you want to grow in your career but don’t want to be a people leader, there are
some things you can do to help smooth your path:
1. Advance in your current role - become the industry
expert who is consistently pushing boundaries and is a leader in your field
2. Consider switching departments or roles laterally
for a fresh perspective
3. Freelancing or consulting can be a lucrative
alternative
4. Aim for roles that require deep expertise rather
than broad leadership skills
5. Build relationships within and outside your
organisation to extend your sphere of influence
6. Reflect on whether you genuinely want to lead a
team or if societal norms are pressuring you
Final thoughts…
Flexibility
is vital for individual contributors. Leadership isn't confined to managing
teams; influence and expertise can wield equal power. For companies, it's
crucial to have well-defined career trajectories for individual contributors,
mirroring those set for people leader roles.
Let's discuss ways to nurture both leaders and
individual contributors in your organisation. Contact me directly
to explore how you can retain and engage talent at all levels.
