- Designation: Delivery Manager ( or, something similar)
- Experience: 20+ years
- Annual Salary: Somewhere in the 30 lakh – 50 lakh bucket
- Annual increment: 2% – 5%
- Last promotion: long ago
- Growth rospect: ??
The above spec describes a large percentage of senior managers in the Indian IT industry. They seem to have hit a glass ceiling and that too rather early! A small proportion is at peace with this situation, enjoying the predictable daily rhythm it brings in. Some keep the fight on and keep trying for the elusive growth, however, without much success! A large proportion just give up – awaiting divine intervention or succumbing to depression.
Once upon a time, every youngsters aspired to become a manager. Staying an individual contributor, beyond the early years, was looked down upon. These professionals worked hard to get the manager “tag” and today, it all seems futile! They struggle to get a raise and a promotion to the next level keeps eluding them. As if this was not enough, their plight is worsened by the fact that the current tech talent market is “super-hot”, but only for individual contributors! Techies with just 5 – 8 years’ experience command comparable/better salaries and have multiple companies chasing them. Their world has turned upside down!
While some of this can be blamed on the change in market dynamics and the changing nature of work, a lot has to do with these managers’ lack of investment in self-development and the skills required for success at the next level. They forget that the very skills/competencies that got them here may not get them to the next level. Unlike a leader who tries to make herself/himself redundant by enabling her/his next level to do what she/he was supposed to do, she/he tries and maintain status quo and discourage the growth of her/his next level. These managers fail to understand that unless they create bandwidth for themselves ( via delegation), they will never find time to invest in their development which ca take them to the next level.
Some of these managers try and become individual contributors on the technical side. Most fail as their fluid intelligence ( aka IQ) is on the decline because of physiological reasons and the brain is kind of hard wired to behave in a certain manner that doesn’t promote acquisition of new technical/programming skills. It would serve them better if they invest their time and energy in becoming a “leader” as it is more in line with their current personas. And yes, there are ample opportunities out there if these managers develops the competencies of a leader – become more strategic, develop better/stronger relationships, demonstrate thought/content leadership, become more entrepreneurial, sound business/financial acumen and of course talent and operational leadership. Once these competencies are acquired, they can look at growing on the delivery side or transitioning into the sales/customer side or even in the Corporate functions like Strategy, Planning, Finance, M&A etc.
What is required is a “Growth Mindset” and a willingness to get out of their comfort zone. A personal coach/mentor can make this journey easier and help them with their journey of change. As they say, two heads make better than one!
