I recently came across an article by monday.com, talking about an often-overlooked truth in career development: not every top performer wants to, or should, become a manager. It’s a topic that hits home, especially in industries like tech, where individual contributors (ICs) often feel pressure to move into management roles simply because it’s seen as the natural career path.
But here’s the thing—management isn’t for everyone. Some people thrive by diving deeper into their expertise, without the responsibility of leading a team. And that’s okay. In fact, it’s more than okay; it’s necessary. Because if everyone was pushed toward management, we’d lose what makes some of these top performers so valuable: their ability to focus on their craft.
The Management Myth
As the article mentions, a lot of companies assume that moving into management is the logical next step for high performers. But this mindset can cause issues. Why? Because some of the best people in their field might not have the skills—or even the desire—to manage others. And that’s not a failure on their part. 36% of tech workers don’t want managerial roles, according to a survey by CoderPad, and a whopping 72% of Gen Zers prefer to stay in individual contributor roles rather than move into management.
Let’s be real: the qualities that make someone a great engineer, for example, don’t always translate to leading a team of engineers. But when companies push these employees into management just because it’s “the next step,” they risk losing the very talents that made these employees great in the first place.
A Non-Managerial Growth Path
What if, instead of focusing on management as the pinnacle of success, we started creating non-managerial growth paths? Paths that allow people to become experts in their domain, whether that’s in engineering, design, or any other field. It’s not just about recognizing their talents—it’s about retaining them.
monday.com talks about building a development path for ICs that allows them to refine their expertise, take on more responsibility, and grow without needing to manage people. For many, this could mean focusing on becoming technical leads, handling innovation projects, or even mentoring others, without stepping into the traditional “boss” role. I like this idea, especially since 70% of executives say their companies are suffering from skills gaps—the very thing that ICs can help solve.
The Importance of Fair Compensation
One of the biggest takeaways from the article is the need for fair compensation for ICs. Too often, compensation is tied to managerial roles—how many direct reports someone has or the size of the team they manage. But ICs bring just as much value to the company through their expertise and deep knowledge. Instead of focusing on team size, companies should think about skills-based compensation. As their roles expand, their pay should reflect their growing impact, whether that’s through salary increases, bonuses, or stock options.
Recognition Matters
Another key point? Recognition. It’s easy for ICs to feel overlooked, especially since they’re often working behind the scenes, not front and center leading a team. But as the article notes, 80% of employees would work harder if they felt more appreciated. Recognition doesn’t just motivate—it keeps your best people from walking out the door.
This can be as simple as celebrating achievements in team meetings or showcasing the contributions of ICs in company newsletters. But whatever the method, spotlighting the hard work of your top individual performers should be a regular part of how you run your team.
Final Thoughts: Let’s Rethink Career Progression
Not every career needs to culminate in management. The real challenge for leaders is figuring out how to create growth opportunities for employees who prefer to stay in their areas of expertise. Let’s start recognizing that the desire to become an expert in a field is just as valuable—if not more so—than the desire to lead a team.
By offering meaningful growth paths, providing fair compensation, and making sure ICs are appreciated for their hard work, companies can retain their top talent and ensure that their teams remain strong, skilled, and competitive.
What do you think? Does your company offer a non-managerial growth path for top performers? Let’s continue the conversation.
Comentarios