Transitioning from Employee to Manager: 5 Myths to Let Go Of

Moving from an employee role to a management position is a major milestone—both professionally and personally. Many myths surround this transition, which can be as exciting as it is nerve-wracking for those who embark on it. We asked Anne-Sophie Michel, executive coach, trainer, and president of ASM, to share her insights.

Myth #1: It’s very hard to maintain a work-life balance as a manager

While it’s true that being a manager can be very demanding and involve long hours, Anne-Sophie Michel emphasizes the importance of setting personal boundaries. You have the right to do so—even as a manager—despite what some may think.

According to her, company values play a key role here. Some organizations still promote long work hours, including evenings and weekends. However, this is no longer the prevailing way of running a business or attracting top talent.

If a manager struggles to find a balance between work and personal life, it could be a sign of a problematic organizational culture—or it may reflect unrealistic expectations placed on the manager.

Myth #2: You have to be extroverted to succeed as a manager

This belief is completely false, according to Anne-Sophie Michel.

There is no one-size-fits-all personality for being a manager. What truly matters is practicing positive leadership and recognizing the human beings behind the goals. Anyone can succeed, regardless of personality.

Myth #3: A manager needs to be authoritarian

“When people say a manager must be authoritarian, they’re referring to an outdated mindset,” says the consultant.

Times have certainly changed since the days when employees were told they should feel lucky just to have a job.

A good leader doesn’t need to be authoritarian. People will naturally want to follow you without the need to assert dominance.

Myth #4: A management role guarantees a better standard of living

A move into a first-level management role typically comes with a salary increase of about 10%. And for those who continue to climb the corporate ladder, the pay will increase accordingly. However, it’s important to remember that management roles often involve longer hours, unpaid overtime, and increased responsibilities.

On this point, Anne-Sophie Michel offers a crucial reminder: if someone wants to become a manager solely for the salary, it won’t work out. They’ll quickly realize that the added responsibilities are not necessarily offset by the pay raise.

Myth #5: You need to be an expert in your field to be a manager

“Being a manager is a profession in itself,” says the consultant, “and it doesn’t require being the team’s top expert. The manager’s role is to support people in achieving their goals.”

One risk of promoting a top specialist to a management role is the tendency toward micromanagement. The new manager, once the most knowledgeable person on the team, may get too involved in day-to-day tasks and expect everything to be done their way—just as they would have done it before.