My Evolution in People Management
Managing people has been an integral part of my professional journey, but the nature of this responsibility has evolved significantly over time. From my early days as a lecturer to my current role as a business leader, I have encountered diverse challenges that have shaped my understanding of people management.
Navigating Complex Human Challenges as a Lecturer
As a lecturer at Daffodil, my responsibilities extended far beyond academics. I had to engage with students not only as their instructor but also as a mentor and counselor. Many students faced emotional distress, financial difficulties, relationship issues, and even medical challenges. Supporting them required empathy, patience, and problem-solving skills. I also had to communicate with their parents, addressing their concerns and ensuring their children’s academic progress. Managing these interpersonal dynamics honed my ability to listen, build trust, and provide guidance tailored to individual needs.
Collaborating with Cross-Functional Teams as a Software Engineer
Transitioning into the role of a software engineer, I worked closely with organizations and cross-functional teams. Here, people management was less about personal mentorship and more about effective communication, collaboration, and ensuring project alignment. I learned how to navigate different work cultures, bridge gaps between technical and non-technical teams, and drive collective success through clear expectations and teamwork.
The Reality of Managing People in Business
However, stepping into the world of entrepreneurship opened my eyes to an entirely different level of people management. Running a business is not just about leading a team; it’s about inspiring, motivating, and aligning diverse individuals toward a common vision. Unlike my previous roles, where responsibilities were structured, business leadership is filled with uncertainties. Employees come with unique motivations, challenges, and expectations, making it crucial to foster a culture of trust, accountability, and collaboration.
Beyond managing my team, I also have to manage clients and potential clients. As an entrepreneur, building strong relationships with clients, understanding their needs, and delivering value are as critical as managing internal operations. Customer expectations constantly evolve, and balancing service quality with business growth requires a strategic and adaptable approach. Ensuring client satisfaction while simultaneously nurturing leads and expanding the business adds another layer of complexity to people management.
The Ongoing Learning Curve
My journey in people management has been a continuous evolution. From addressing personal struggles of students to leading high-performing teams and now managing employees, clients, and potential clients in a dynamic business environment, each experience has strengthened my ability to navigate human complexities. While I had never felt nervous managing people in my previous roles, entrepreneurship has shown me the depth and difficulty of leadership.
Despite the challenges, I embrace this learning process. Understanding and managing people effectively is not just a skill but an art—one that requires patience, adaptability, and a commitment to growth.
From Academia to Entrepreneurship: My Journey in People Management