Title vs. True People Manager
Anyone can hold the title People Manager. But not everyone truly is one.
After 15+ years in IT services and over a decade in people management, I can say bluntly: when you witness poor leadership, you must speak up. Titles don’t make leaders — actions do.
When Titles Go Wrong
There are times when you see people with zero skills being made people managers. No time for reviews. No time for even a one‑minute chat with the team. No appreciation in forums.
These are not leaders — they are placeholders. A true people manager knows that reviews, conversations, and recognition are not optional extras; they are the
sine qua non of team morale and growth.
Sympathy, Empathy, and Compassion
These are not synonymous.
Sympathy: Feeling sorry for someone’s weakness.
Empathy: Understanding another’s perspective.
Compassion: Acting with fairness and care.
A weak manager misuses these — sympathizing with some, empathizing with a few, and showing compassion only to favorites. A true leader applies them consistently, without bias.
“People leave managers, not companies.” — Gallup research reveals that nearly 70% of employee engagement hinges on the manager. That’s how critical this distinction is.
Coffee Table Talks Matter
Informal conversations aren’t trivial; they are the crucible of trust. A genuine people manager is accessible to
everyone, not just a chosen few. Gestures matter — listening, sharing, and being present equally across the team.
I still remember a boss who made time for a five‑minute coffee chat with every team member weekly. That small ritual
engendered loyalty more than any formal meeting ever could.
Projects, Process, and Growth
Favoritism annihilates growth. A real people manager treats subordinates equitably: reprimanding when necessary, appreciating when deserved, and recognizing contributions regardless of who made them.
Bias in recognition is poison; equality in feedback is the antidote.
Technical Professionals as People Managers
This is my favorite observation. Many of my finest bosses emerged from deep technical backgrounds. What made them exceptional? They went the extra mile:
Stepping out of code and systems.
Listening with patience.
Treating people equitably.
Balancing technical brilliance with human connection.
From my personal experience, my techie boss once taught me how to manage
P&Ls — breaking down resources into their actual, fixed, and variable costs to the company. That was an
awe moment for me, because it showed how a leader could blend technical mastery with financial and managerial wisdom.
I also remember when that same boss paused debugging a critical issue just to hear a junior’s concern. That moment taught me: technical
virtuosity is admirable, but human connection is unforgettable.
And yes — I definitely miss them a lot.
Some Last Moment Thoughts
A title can be printed on a business card. But respect is earned in the coffee breaks, in the fairness of feedback, and in the compassion you show when no one is watching.
So ask yourself: are you holding a title, or living the role?
Rachana Bahel
