Is Management Right for You? Find Out by Actually Leading a Team

Many people ask whether they are cut out for management and if they have the "leadership material". The author’s consistent answer is that only actual experience can tell.

Management suitability can only be known by doing it.

Before becoming a formal manager, several roles already provide enough practice to assess yourself:

Leading a project or acting as the project owner while not yet a manager.

Serving as a team lead.

Mentoring new or under‑performing colleagues on short notice.

Being promoted to a management position and given a chance to try.

These are valuable opportunities. The author clarifies that a true manager is someone who actually holds management responsibilities—setting team goals, conducting performance reviews, nominating promotions, and deciding salary adjustments.

When you start taking on these duties, the author suggests evaluating two core aspects: leadership and horizontal ability .

Leadership + Horizontal Ability

Horizontal ability breaks down into managing people and managing tasks . Leadership, in the author’s view, means being able to guide the team through difficulties.

Example: In a meeting where the team stalls on a tough problem, the author steps in, proposes a solution, outlines how to split the work, assigns responsibilities, and drives execution. This demonstrates leadership—not because of rank, but because of the ability to solve problems and earn the team’s trust.

Older management theories emphasized setting goals, managing people, and delivering results while delegating details. In today’s internet industry, the author observes a shift: managers are expected to stay hands‑on, solving critical issues directly rather than merely holding meetings and assigning tasks.

"We want the team lead to spend most of the time on the front line solving problems; management should only take about 20% of the time."

This reflects the growing expectation that technical managers retain strong technical judgment and stay close to the business.

Key takeaway on leadership: You must be able to provide concrete solutions when the team faces challenges, even if you end up working alone to get things done.

Horizontal Ability: Managing People and Tasks

Managing People

The author rejects the notion that managing people is merely assigning work and conducting performance reviews. The real focus is twofold:

Developing core team members ("backbone").

Helping the whole team grow.

Without a strong backbone, many responsibilities fall on the manager. Effective managers deliberately cultivate trusted, capable individuals who can handle both technical work and broader responsibilities, reducing the risk of the manager being overwhelmed.

Team stability is often indicated by the presence of such independent contributors. The author also stresses proactive growth creation:

"Proactively create growth opportunities; don’t wait. Those who grow on their own are rare."

Assign suitable tasks proactively.

Create training and practice opportunities.

Provide guidance when others encounter difficulties.

If a new team lead resists nurturing others, the author warns that a management career will likely be difficult.

Managing Tasks

Beyond people, a manager must master three task‑related skills:

Breaking down goals.

Controlling risks.

Driving execution to completion.

When a large project arrives, a capable manager can decompose objectives, identify high‑risk areas, and know when to intervene or step back. Good processes balance risk control with team efficiency.

Final Verdict

To answer the original question, the author repeats the opening line: you cannot judge by thinking alone.

"Don’t rely on personality tests or others’ opinions. The only way to know is to do it."

Practical steps to test yourself include:

Volunteer to lead a project.

Mentor several newcomers.

Take charge of a cross‑team collaboration.

Accept a management opportunity when offered.

After the experience, you’ll quickly see the answer. Some discover that management is more exhausting than coding, while others find unexpected enjoyment in nurturing talent and solving complex problems, eventually becoming excellent managers.

"Management potential is never measured by a test; it is forged through real practice."

Therefore, instead of endlessly questioning your suitability, seek a real leadership opportunity, act, and let the results speak for themselves.