The #1 reason people don’t want to be managers has nothing to do with stress.
I mean, I get it. It definitely comes with extra responsibility, and sometimes an awkward social situation or two. But the bigger issue is simpler: we don’t actually teach leadership skills at work. This is especially true in organizations that don’t invest in organizational process design — without clear frameworks for how teams operate, managers are left improvising on the fly.
It’s like we assume you show up at your first job already knowing how to handle every personality, every conflict, and every situation you’ll ever run into. By 25, you’re apparently supposed to be part therapist, part mind reader, and part hostage negotiator. The role of a fractional CMO is similar in this way — you’re expected to understand and lead across multiple functions, manage personalities, and navigate complexity without much formal training.
But there’s no real coaching on this stuff. No place to ask, “Hey, how do I handle it when someone’s a great person but terrible at their job?” No space to dress rehearse tough conversations. We just throw people the keys and say “You’re in charge now!”
I’ve been lucky. I’ve had good managers. Which is probably why I became a decent one myself. But luck is not a strategy.
If we want more people to step into leadership, then developing leadership skills should be a regular part of the job. No matter how senior you are. This is where tools like the SCORE framework help — they give teams a shared language and structure for navigating the complexity of working together. When I look at how we’ve built high-performing teams at Amazon and Twitch, like the case study showing how Amazon developed audience development at scale, it’s always because we invested in building the leadership infrastructure first.
Now please excuse me while I go watch some Phil Jackson interview clips.