Several years ago, I was a finalist for a position but was ultimately rejected. When I asked for feedback, I was kindly told that while I had interviewed well, their final candidate had experience managing staff, which put them over the edge. I suspect many prospect development professionals have faced a similar dilemma: you want to take that next career step, but how do you get management experience without first being given the opportunity to manage?  

Last month, I published Part One of this series, which explored a survey of 70 prospect development professionals who currently manage staff. In this follow-up, I share their advice for those considering a move into people management.  

Management is a Different Skill Set 

You can be excellent at your job and still need to develop the necessary skills to manage others. When survey respondents who hire managers were asked what qualities they look for, several themes emerged: curiosity and continuous learning, communication and relationship-building skills, an interest in coaching others, strategic thinking, emotional intelligence and professional competence.  

If you’re interested in management, consider which of those qualities you already demonstrate and where you could grow. Technical expertise is valuable, but successful managers must also know how to develop people and empower their teams.  

“I’m looking less at their technical expertise and more at how they develop leaders. The qualities that matter most to me are strategic thinking, sound judgment, emotional intelligence and the ability to empower others rather than solve every problem themselves. I also look for someone who can balance accountability with trust.” ~ Survey Respondent  

Start Leading Before You Have the Title  

One of the most common recommendations was to seek leadership opportunities even before taking on a formal management role.  

At work, you might supervise a student worker or intern, lead a project, coordinate a committee or help onboard a colleague. These experiences allow you to practice directing work, communicating expectations and collaborating with others.  

You can also build leadership skills outside your job. Volunteering with Apra International and/or your local Apra chapter is an excellent way to develop new skills and gain leadership experience. Before I was promoted, I served as a board member with Apra Pennsylvania and as a committee member for Apra International and AASP. These experiences taught me valuable lessons I was able to bring to my professional role. If you are interested in volunteering with Apra International, you can fill out this form.  

Leadership opportunities outside our profession, such as volunteering with a local nonprofit, can also demonstrate transferable skills. You may be a leader already without realizing it! The key is to recognize these experiences as leadership development and be prepared to explain what you learned and how you would apply it as a manager.  

“When you don't have direct managerial experience it can be difficult to apply for new positions, but it's important to think about the other ways you've earned leadership experience. Have you led projects? Supervised interns or volunteers? Served as a dotted line manager to anyone? What about outside in your personal life–have you served as a coach, a member of a board, a deacon in your church, etc?” ~ Survey Respondent  

Be Proactive and Seek Support  

Another theme that emerged from the survey was not waiting for someone to recognize your interest in management. Talk with your current manager about your career goals and ask what experiences or skills you should develop to prepare for a leadership position. Take advantage of management courses, books, podcasts and other learning resources, which can introduce you to concepts such as delegation, giving productive feedback and navigating difficult conversations before you encounter them as a manager.  

Mentorship is another valuable resource. Connect with managers who can share their experiences and help you think through the challenges that come with leading a team. While prospect development managers can offer profession-specific insights, managers in other fields can also provide useful perspectives. Some Apra chapters offer formal mentorship programs, and many professionals are happy to have an informational conversation.  

You don’t need to have everything figured out before pursuing management; I definitely did not! You do, however, need to be willing to learn, seek feedback and develop the skills the role requires.  

“Find mentors that are current managers with experience with a diverse team, both in experience as well as years of experience. Utilize resources both internal and external on learning how to be an effective manager. Take courses in management and work with HR on policies and procedures of the company. Be open to change and adjusting how you manage as you grow in your role.” ~ Survey Respondent  

Be Honest with Yourself  

One piece of advice that surprised me was how many respondents encouraged aspiring managers to consider whether management is genuinely the right fit for them. However, the more I thought about it, the more sense it made.  

Moving into management often means spending less time doing the work that initially attracted you to prospect development. Instead, your responsibilities shift towards helping others succeed, setting priorities, navigating projects and recognizing the needs of your team and organization.  

I’ve experienced this shift in my own career. In my first management position, I supervised one colleague and still spent the majority of my time conducting research and prospect management. As my responsibilities and team have grown, I’ve had less time for hands-on research. My own manager, who oversees a team of 19, spends very little time doing research directly since her job is to make sure the rest of us are successful and to set department goals.  

This isn’t a reason to avoid management. Rather, it’s an invitation to think about what motivates you. If you find fulfillment in research, prospect management or data analytics, consider how you would feel spending less time on those activities and more time coaching colleagues, setting expectations and supporting their development. 

Management can be incredibly rewarding, particularly if you enjoy helping others grow. But it isn’t the only way to build a meaningful career in prospect development, and individual contributors bring essential value to our profession. 

“Be aware that you will do less–perhaps very little–of the work that may have attracted you to the field in the first place.” ~ Survey Respondent  

Start Leading Today 

The transition to people management can be challenging, especially when opportunities to gain direct experience are limited. But you don’t have to wait for a management title to begin developing as a leader. Seek opportunities to lead, communicate your ambitions, learn from experienced managers and reflect honestly on what you want from your career. These steps can help you prepare for your first management role—and determine whether it’s the right next step for you.