It’s one of those intrusive questions employers hesitate to ask—but with the brain drain and all, they have to. So they scour the universe for new recruits who ooze with promotional potential. “Hey—you over there—are you management stuff or what?”

Well, are you? In many organizations, the only way to increase your earning potential is to pursue a management career. So skilled professionals (often excelling in their careers and technical achievements) go into management, where there are budgets to haggle over, politics to play, and employee grievances to deal with. It’s not exactly what they thought it would be like.

So how do you know you’ve got what it takes for a management career—and more importantly—want one? See how you measure up against the 10 criteria to be a manager.

Are you a leader?
Do you take initiative in getting things done, coming up with new ideas, thinking “outside the box”? Do employees come to you for advice and assistance? Are you able to work through frustrating issues with patience and perseverance, particularly “people issues?” That’s what a manager does.

Are you a decision-maker?
Managers must make decisions…often unpopular or unpleasant ones. Budget cuts, layoffs, who gets promoted, who will benefit most from training dollars. Sometimes, the decision is made by their boss’ boss—with no time for input or discussion. Managers must toe the company line, even if they disagree.

Are you a people person?
Can you listen, sort out the facts, be fair, consistent, make tough decisions, promote based on merit, resolve issues, and sniff out potential talent? Can you successfully lead a team to achieve results, by getting their buy-in, even in difficult situations? That’s what a manager does.

Are you a risk taker?
Are you more of a status quo thinker, or a “let’s market moon-burgers” type of thinker? What’s your skill in risk analysis? Can you take the plunge to ensure the organization stays profitable? A manager’s credibility is on the line when they take risks.

Are you a problem solver?
Managers deal with constant problems and issues—that’s why they are managers. Employees, clients, the boss, the boss’ boss—they all come to you to “fix” something. Even if you delegate the “fix this problem” to someone else, you are ultimately responsible and accountable. That’s the manager’s job.

Are you a role model?
Managers model team behaviours such as sharing credit, listening to other’s opinions, helping with the photocopying, building key relationships with colleagues and clients, and putting the needs of their team and the organization’s team before their own personal agenda. Managers set an example others will follow.

Are you an effective delegater?
A manager must include their team in the tasks to be done. This may mean delegating the more “juicy” stuff to others, trusting them with the results. You’re there to coach, lead, and mentor them—not to do it all yourself. Managers manage others to get the work done.

Are you a team builder?
Does it come natural for you to get people and projects and things moving in the same direction? Are you energized by the exuberance of your team? Can you get results by leading a team towards success? That’s an effective manager.

Are you an effective communicator?
Managers must communicate—to their staff, clients, upper management—in person and in writing. A strong manager hones their listening, speaking, presentation and writing skills. You can always improve. A good manager knows that communication is the key to building strong effective work relationships.

Where does your job satisfaction come from?
A manager’s job is to get things done through other people. It can be extremely rewarding—or extremely exhausting—if you’re not prepared for the challenges of motivating and developing people. A manager’s satisfaction comes from seeing what the team has accomplished, rewarding the employees who accomplished it, and taking little of the credit for getting them there.

So out there, in career land, are you management stuff? It takes more than a fancy education and ambition to get there. You need to hone those management skills—leadership, team building, decision making, problem solving, communicating, risk taking, role modelling, and people skills to really make a difference. And it’s all those skills that will help you strut your management stuff in style!

Deborah Manera is an HR practitioner working and living in Ottawa.