I am 33 and have been in management roles off and on most of my 12 year career. I currently have 3 (about to be 4) “direct” reports, with one of them being in a lead position that has around 20 direct reports.
I would say there are certainly challenges to managing others, but not terribly different than many challenges in non-management roles.
One of the hardest parts is the “tough” conversations that are sometimes necessary. People are also so completely different, that you have to learn how to manage them with very different styles. My 3 current employees are some of the most extreme differences anyone could imagine.
Employee 1: Disgruntled man who has been with the company for 7-8 years and just thinks the absolute worst about the company and has no problem voicing it to anyone who will listen. I get complaints about this, but he’s pretty “necessary” as I’m new to the company, and he does a good job managing the 20+ field personnel he’s responsible for. I try and coach as needed and although there have been some bumps in the road, we typically maintain a good working relationship
Employee 2: He was my counterpart at another company I worked with daily several years ago. I left there, and he came to work for me at my next company for a couple years. I left there, and he followed me again to the next place. He is your model “dreamboat” employee. Very thorough, quiet, kind, hard working, “can do” attitude, good sense of humor, etc. Very little more I could ask for.
Employee 3: He worked for me on a previous project, and joined me at this one. We had one “big” riff, where I lost my temper on the last job. He takes a “different” and more direct, management style. He is very very smart, very professional, and very direct. While I certainly don’t need to micromanage, I do need to be very clear in my expectations of tasks assigned. The “riff” we had on the last job was obviously put aside, as I brought him onboard to the new company. He has been doing an outstanding job and our relationship continually grows stronger.
I should add that some people may feel there can be a “riff” in the age perspective. My 3 direct reports are mid 40’s, 50’s, and 60 (again, I’m 33). Out of the 20ish reports to my lead, I think I am still the youngest of all of them. Now that I’m in my 30’s and far more experienced, I’m more confident in my management skills so the age thing isn’t really a factor. In my mid to late 20’s I managed many people who were again, much older, and I didn’t have quite the confidence then.
If you think you might struggle in certain areas, there’s a lot of books that can really help. I still REALLY struggle with public speaking. I am getting a lot better, however.
Some books I would recommend:
Crucial Conversations
The 5 Principles of Human Performance
Talk like TED
Just think of managing people similar as you would a technical problem, however to solve it, instead of using technical skills, it takes sociology/psychology skills. Nearly every person can be “figured out.” The best part about being a manager is empowering others to do their best, so your entire team thrives as a result. I love giving credit where it’s due,
I had a meeting with a director yesterday, and he sent me a text beforehand that said, “I want to discuss (xxx) today. My plan is to get you all wound up and then turn you loose on the necessary people.” I couldn’t have laughed harder, partially from the directness, but also because that is one of the best ways that I can be managed.
I look at bosses/mentors I’ve had in previous years, and as a manager myself, I really value when they know how to manage me.