Coming up in business, I always wanted to be “In Charge.” I thought that was the pinnacle of success and would be seen by others that way as well. Perhaps it’s the control freak within, but I honestly think it is more than ego.
Of course, it has its perks – such as higher salaries, flexibility, and autonomy, which are all appealing. The downside is that being in charge always comes with frustrations and stressors that are not immediately visible to others. From constant decision-making to managing interpersonal dynamics, the role inevitably comes with a hefty price tag.
As a double-A personality or driver-driver, one of the most significant frustrations of being in charge is the overwhelming weight of responsibility that comes with the role. As “the boss,” all major decisions, from hiring to budgeting, rest on your shoulders.
Every mistake or success comes back on you. Other team members can pass issues upward or to others, but the team lead or manager is the ultimate decision-maker and is often the final safety net when things go wrong. The pressure of ensuring your team performs well, your company remains profitable, and addressing problems can be mentally and emotionally exhausting.
In our industry, a GM or Market Manager is tasked with managing not only the operational, technical, and financial aspects of the business but also the people who make up your team. Navigating personalities, expectations, and office dynamics can often be a challenging balancing act.
Conflicts, varied work styles, and communication breakdowns can lead to tension, and it’s often up to the boss to mediate. I am often reminded of the famous line from the classic film “Cool Hand Luke” with Paul Newman! “What we’ve got here is failure to communicate!” Click here to see the scene. I will say that I have definitely repeated that line a few times in my career. (The line, not the action.)
Employee personal issues or struggles with performance add an even greater layer of complexity to the role. On top of this, managers face the challenge of aligning the individual goals of team members with the larger objectives of the company, which can lead to feelings of frustration on both sides.
Within the last 10 years, we have talked more about “Work-Life Balance. At the top spot, that is often an illusion that can evaporate relatively quickly. I learned this one many years ago. Employees can go home and turn it off, but being in charge requires being constantly “on,” regardless of the time of day – often even on vacation.
The person on top is often expected to be available at all hours, answering emails, attending late meetings, and resolving emergencies or client issues. At one company, it was common to see emails from the CEO at 2 am. There are no easy boundaries between work and personal time when you’re responsible for the livelihood of a team.
It becomes important to guard oneself from burnout, decreased quality of life, and the feeling that personal time is being sacrificed for the sake of the business. Many divorces have been initiated due to this same issue.
There’s also something else I have never experienced much of, but isolation is common among company Presidents and CEOs. It is one of the hidden emotional challenges of being the boss that can come with the role. The higher up you go in an organization, the fewer confidants you may have.
This is a result of an invisible barrier between you and others, which makes it difficult to have candid, honest conversations. Without working on ways to combat it, that sense of isolation can lead to a feeling of disconnect, particularly if you’re making many decisions that have a considerable impact on others.
Despite holding the top position, managers are also not immune to criticism. In fact, managers often face more scrutiny than anyone—from upper management, customers, and employees themselves. Leaders are under a constant microscope. We all know that negative feedback, even when constructive, can feel overwhelming, especially when there’s little opportunity to share the frustration or find support.
The fear of making a wrong decision and the weight of criticism can be mentally taxing, leading to self-doubt and frustration.
While being the boss does have many benefits, it’s crucial that everyone in an organization understands the less glamorous side of leadership. The responsibility, the emotional toll of managing people, the blurred lines between work and personal life, the isolation, and the constant criticism from all corners of the business are all parts of the equation.
I have always loved being a manager. The roles can be fulfilling and rewarding, but it’s not without its frustrations. Understanding the challenges can help aspiring leaders prepare for the realities of leadership and approach the opportunities with a balanced perspective.
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Bob Lawrence writes weekly columns on radio leadership and business. He most recently served as market manager for MacDonald Broadcasting in Saginaw, Michigan. Throughout his career, Bob has held virtually every position in the business over his 40+ year career, from being on-air in Philadelphia, San Diego, and San Francisco to programming legendary stations including KHTR St. Louis, KITS Hot Hits and KIOI (K101) San Francisco to serving as the head of all programming for Saga Communications and working for the Radio Advertising Bureau. Before landing his current role, Bob helped lead Seven Mountains Media’s cluster in Parkersburg, WV/Marietta, OH. He can be reached by email at BGLawrence@me.com.
Bob also honed his research skills over ten years as Senior VP of Operations at Broadcast Architecture, eventually launching his own research company and serving as President/CEO of Pinnacle Media Worldwide for 15 years. Bob spent five years as VP of Programming for Saga Communications before joining New South Radio in Jackson, Mississippi as GM/Market Manager. Prior to joining Seven Mountains Media, Bob served as General Manager for the Radio Advertising Bureau, overseeing its “National Radio Talent System”.
