We all know the traditional career ladder. You start somewhere, work hard, hone your skills, and eventually, you climb into a management role, right? That’s the perceived path to success, the ultimate recognition of your value and expertise. But what happens when that ladder doesn’t quite fit? What if your greatest strengths lie in doing rather than managing?

This is a question I’ve been pondering a lot lately, now that I work with a lot of independent creatives and not in a corporate setting. Think designers, artists, writers, developers – the people who bring the innovative ideas and the beautiful executions to life. Often, the natural progression for these individuals within a company is seen as moving into a managerial position. It’s assumed that their deep understanding of their craft makes them the ideal person to lead a team of similar professionals.

And in some cases, that absolutely holds true. A creative who possesses strong leadership skills, empathy, and a knack for communication can be an incredible asset as a manager, fostering innovation and guiding their team to new heights. They “get it” because they’ve been there. They understand the nuances of the creative process, the importance of giving space for ideas to breathe, and the pride in a well-executed project.

However, what happens when a brilliant creative, someone who is a true expert in their subject matter, is thrust into a management role without the necessary leadership toolkit? That’s where things can get… well, complicated.

Imagine “Spark Creative,” a thriving design agency known for its cutting-edge motion graphics. One of their star artists, Alex, is undeniably talented. His animations are breathtaking, his understanding of the latest software is unparalleled, and he’s the go-to person for complex technical challenges. Naturally, when a management position opens up, Alex’s name is at the top of the list. He’s the expert, after all.

But here’s the rub: Alex, while a phenomenal artist, struggles to articulate his vision in a way that resonates with his team. His directions are often unclear, not because he lacks the knowledge, but because he hasn’t developed the skill of effective communication. This leads to frustration among the designers who feel like they’re constantly trying to read his mind. Projects get bogged down in revisions, not due to a lack of talent, but due to a lack of clear guidance from their leader.

Furthermore, Alex’s passion lies in the intricate details of animation, not in the sometimes messy world of team dynamics and individual development. Team members feel like their growth isn’t a priority. Feedback is sparse or overly critical, focusing on the technical aspects rather than nurturing their creative journey. The result? Morale starts to dip, and productivity suffers, even though the team is filled with incredibly capable individuals.

So, what’s the alternative?
Let’s think for a second…

Should talented creatives be forever stuck in individual contributor roles? Absolutely not! The key is to recognize that career growth doesn’t always have to be vertical into management. Companies can, and should, create alternative career pathways that allow creatives to advance and be recognized for their expertise without the pressure of leading a team if that’s not their strength.

Think of specialized roles, principal artist positions, or even mentorship tracks where these experts can focus on honing their craft, pushing creative boundaries, and sharing their knowledge without the day-to-day responsibilities of management. This not only benefits the individual, allowing them to thrive in their area of passion, but also strengthens the company by retaining top talent and fostering deep expertise within specific domains.

Ultimately, it’s about recognizing that the “creative climb” can take many forms. It’s about valuing both the art of creation and the art of leadership, and creating structures that allow individuals to flourish in the roles where they can make the biggest impact.

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