Leadership positions—specifically those entailing people management—require considerable accountability. This has always been the case. People managers set the tone in their immediate workspace. These roles require a combination of operational know-how and interpersonal skills. Accepting a managerial position almost always means a salary increase and potential for further career advancement. So, why isn’t there a rush of young, eager employees ready to accept these roles?
Recent polling shows that individuals belonging to the workforce’s younger generations aren’t particularly eager for promotions to management because they want a viable work-life balance and are leery of traditional corporate dynamics. The premise, in a nutshell, being that a position of leadership will bring excessive demands and stress. In addition to possessing the suitable traits for these roles, people managers also must be willing. Leadership isn’t for everyone—and that’s okay when the reasoning is intentional and informed.
My fear, though, is there’s a segment of young, high-potential professionals resisting management positions due to misperceptions. I don’t imply that jobs get easier after promotions. I’m saying that longer hours and disproportionate responsibilities aren’t always required. It’s worth the inquiry. I recently spoke to a group of young professionals at a Tampa Bay Chamber event. I told them that they can help bring about changes that align with their values. However, there must be receptiveness to assume a leadership role.
Employers, too, should be proactive in the formation of young managers and leaders. The war for talent in today’s workforce isn’t a theoretical one. I believe as AI increasingly takes on simpler, automated tasks, the employees in complex, creative positions will become more valuable than ever to their industries. Steady, experienced leadership to maintain a workplace is always the ideal, but companies committed to investing in young leaders make that workplace a desirable destination for new talent—and not just a pit-stop to a better landing place.
I find the current trend of young professionals resisting people management roles unfortunate. There will have to be some give-and-take between employers and employees for sustainable solutions. The expectations of each must be seen as reasonable to the other. It’s a complicated issue. Individuals ultimately make decisions according to their conscience. Developing the next generation of leaders will take initiative from employees and support from employers within a well-defined, two-way relationship. The health of the workforce depends on it.