The Making of a Manager: What to Do When Everyone Looks to You

Imagine stepping into a new role, where suddenly people look at you for answers, decisions, and direction. It feels like being handed the reins to a powerful horse, but without a map or training on how to ride. Many who find themselves in management start with a simple assumption: that their job is to do the work themselves, to be the smartest and most involved person in every task. But the true essence of management is something far more profound—it’s about creating better outcomes through a group of people working together. This is the heart of what separates a manager from an individual contributor.

Think of a lemonade stand. When you run it alone, you squeeze every lemon, pour every cup, and greet every customer yourself. But as demand grows, you bring in helpers. Suddenly, your job shifts from making lemonade to orchestrating the team that makes and sells it. You teach your helpers how to improve, you hire new talent like your neighbor Toby who can sell even more lemonade than you, and you set up processes so the stand runs smoothly even when you’re not there. Management is the art of multiplying your impact through others.

But how do you do this? The answer lies in three levers: purpose, people, and process. Purpose is the why—why your team exists, what success looks like, and what motivates everyone to contribute. Without a clear and shared purpose, efforts become scattered and misaligned. People are the who—the individuals with unique skills, motivations, and needs. Hiring the right people, supporting their growth, and understanding their aspirations is crucial. Process is the how—the ways your team works together, communicates, and makes decisions. Good processes reduce friction and free up energy for creative and impactful work.

It’s tempting to think that management is about having endless meetings or micromanaging every detail. But those are just tools or symptoms, not the core. The real job is to build a team that can deliver great results together, not just a collection of individuals. This shift from individual contribution to team leadership can be challenging, but it’s the foundation of effective management.

As you embark on this journey, remember: great managers are made, not born. You don’t need to have all the answers today. What matters is your commitment to learning, adapting, and focusing on your team’s success. With that mindset, you’ll begin to see your role not as a boss who controls but as a coach who empowers.

With this understanding of management’s true nature, we can move forward to explore the critical early days when everything feels new and overwhelming, but also full of possibility and growth.