Live Oak Bank

Brandia Bradshaw, Director, Post-Closing & Insurance

Management - A Different Ladder

Brandia Bradshaw

Management Development Advocate

Brandia Bradshaw is Director of Post Closing & Insurance at Live Oak Bank. She has extensive experience in commercial lending operations, risk management, and process improvement, with a focus on leveraging technology to drive operational excellence in banking. Passionate about leadership and team development, she advocates for viewing management not as the next step on a career ladder, but as a distinct discipline requiring its own skills, mindset, and commitment to serving others.

Looking Beyond the Promotion

Becoming a manager is not the next rung on the ladder, it is a totally different ladder altogether. When you are faced with the decision of whether to try that ladder, how do you decide? The title, pay raise, and increased visibility of the position are all part of the package. However, many other aspects of management should be considered before deciding on this path.

The skills and abilities that have made you a top producer, standout employee, or a go-to for everyone at the office are not always transferrable. The way you leverage those skills in management can be different. How can you perform a self-assessment to help ensure this is the right ladder for you?

There are two key things to examine. The first is motivation. Ask yourself why you want this role. Is motivation based on making a difference, watching others grow, and exploring new challenges daily? Is it because of the pay, title, and recognition – or maybe a little of both? There is no wrong answer. Understanding which of these things holds the top of your list can be insightful. Are you driven by personal production or output, appreciate ownership of your work, enjoy knowing people appreciate your depth of understanding, and prefer directing your own schedule? These qualities can make you an excellent individual contributor. Management is different. You are accountable for team results, make decisions with limited information, and you may no longer perform the daily work of the team. Meetings replace much of your autonomy, unexpected issues regularly interrupt your day. If that sounds stressful, management may not be the right fit. The best question to ask yourself is this: if all other things remained equal and there was no pay raise or change in title, would you still want this job?

"The skills and abilities that have made you a top producer, standout employee, or a go-to for everyone at the office are not always transferrable. The way you leverage those skills in management can be different."

The second thing to analyze is your skill set in relation to the role. One of the fundamental skills is going to be communication. Written, verbal, non-verbal – they all matter. Managers should have the ability to clearly and calmly communicate in all circumstances. Tone, volume, and ability to explain things in a way that many people can understand is key. This role may also require collaboration with regulators, auditors, and executives. Difficult and sometimes uncomfortable conversations must be had. While this part of the job can be challenging, it is a necessity. Have you been given feedback that communication is an area for improvement? Then the best path would be to continue working on growth in this area and refine this skill before becoming a manager. I came into management with what I perceived to be strong communication skills. I still found myself evolving and learning how to adapt to a variety of different communication styles. Adaptability is another important capability.

Another vital skill is delegation. When I transitioned into a manager role, this was something I personally struggled with at first. I believed I could still do the daily work and manage the team. When I delegated, people did the work differently than I would have. Learning to accept work could be done differently and still be correct was a game changer as I learned to let go of responsibilities. In the financial services industry, ensuring the work is accurate reduces risk and regulatory concerns. Delegating to skilled teammates who can provide high-quality work is essential.

Judgement and ownership are crucial skills that coexist. Managers must exercise judgement, often multiple times a day. In my experience, this is not unusual to be done with limited information and on a timeline. You may need all the facts and plenty of time to weigh out the pros and cons. Management doesn’t always allow such a luxury. In turn, you must also be ready to accept and own the outcome of those judgement calls. A manager who defers blame will struggle to earn respect from subordinates and peers alike.

Finding the Right Leadership Path

Now ask yourself, “where do these skills fall on a spectrum from “needs improvement” to “very capable?” Then you can assess where you are between interest and readiness. If you have a high interest, knowing there are skills to improve, you can intentionally begin seeking out training and mentorship. In this scenario, the best choice may be to say not now, but this is possible! If you have both high interest and capability, you may be ready!

Interest may be low after doing the self-assessment, but you are highly capable. In that case, find ways to lead without managing – become a subject matter expert, volunteer to lead a project, or mentor someone else. Management is not for everyone, and that is how it is meant to be. We cannot all be managers. After completing an honest self-assessment, you may find you like the ladder you are on.