The Benefits of Managers Being Individual Contributors: How Combining Roles Can Improve Team Performance and Managerial Effectiveness

There is a growing debate in the business world about the role of managers as individual contributors (ICs). Some argue that managers should be expected to perform tasks and contribute to projects alongside their team members, rather than simply overseeing their work. In this essay, I will argue that there are compelling reasons why managers should be ICs as well, and why this approach can benefit both the manager and the organization as a whole.

First, by being an IC, a manager can stay connected to the day-to-day operations of their team and the work they are producing. This can provide valuable insights into the quality of the work being produced and the challenges that team members are facing. It can also allow the manager to identify areas where they can improve the efficiency and effectiveness of their team's work.

Second, being an IC can help a manager gain respect and credibility from their team. By performing tasks alongside their team members, the manager can demonstrate their expertise and show that they are willing to roll up their sleeves and get their hands dirty. This can help to build trust and rapport with the team, and can make the manager more approachable and relatable.

Third, being an IC can help a manager to lead by example. By modeling the behaviors and values they expect from their team members, the manager can set a high standard for performance and work ethic. This can inspire team members to strive for excellence and to take pride in their work.

Fourth, being an IC can help a manager to stay up-to-date with the latest trends and technologies in their field. By performing tasks themselves, the manager can gain first-hand experience with new tools and techniques, which they can then share with their team. This can help the team to stay competitive and innovative, and can position the organization for long-term success.

Finally, being an IC can help a manager to maintain a sense of fulfillment and purpose in their work. Many managers report feeling disconnected from the work they are managing, and may feel that they are not making a tangible contribution to the success of the organization. By performing tasks and contributing to projects, the manager can feel a sense of accomplishment and satisfaction in their work.

Of course, there are potential downsides to the idea of managers being ICs as well. For one, it can be difficult to balance the demands of managing a team with the demands of performing tasks. The manager may find themselves stretched too thin and unable to give their full attention to either role. Additionally, there may be concerns about the manager being perceived as taking work away from team members, or about the manager stepping on the toes of team members who are responsible for specific tasks.

However, these downsides can be addressed by careful planning and communication. The manager should be transparent about their role as an IC, and should communicate with their team about their responsibilities and how they can best support the team's work. The manager should also be open to feedback from team members, and should be willing to adjust their approach if necessary.

In conclusion, there are many compelling reasons why managers should be ICs as well. By staying connected to the day-to-day operations of their team, gaining respect and credibility, leading by example, staying up-to-date with trends and technologies, and maintaining a sense of fulfillment, managers can make a valuable contribution to the success of their team and the organization as a whole. While there are potential challenges to this approach, these can be addressed through careful planning and communication. Ultimately, the benefits of managers being ICs can far outweigh the potential downsides, and can help organizations to build strong, effective, and innovative teams.