Not Everyone Should Lead — And That’s Okay: Rethinking Service Manager Development

In my last few posts, I’ve focused on technician training — onboarding, career pathing,

and building long-term value in our frontline teams.

But today, let’s talk about another layer of the business — one that’s often overlooked or

misunderstood:

Service Managers and Branch Managers.

These roles are the bridge between execution in the field and strategic success at the

branch level. But here’s a truth we don’t talk about enough:

Not every great technician should become a leader. And not every technician

wants to — and that’s completely okay.

From Great Tech to Great Manager? Not So Fast.

Too often, we promote our strongest technicians into management because they:

• Maintain high customer retention

• Keep callback numbers low

• Run efficient, well-managed routes

These are valuable qualities — for a technician.

But leadership isn’t about just doing the work. It’s about developing people to do the

work — better, smarter, and with purpose.

Managing a route is about solving problems.

Managing people is about growing potential.

And that shift in mindset is not natural for everyone.

People Are the Business

The service manager role is no longer just about logistics or paperwork — it’s

about leading people, and people are the most valuable (and complex) asset any

company has.

If we don’t invest in them properly — with coaching, consistency, and care — we lose

more than just employees. We lose morale. We lose performance. And eventually, we lose customers. Leadership development can’t be accidental. It has to be intentional.

How to Spot Real Leadership Potential

Here are three practical ways I’ve evaluated leadership ability before promoting

someone into a service management role:

Peer Training

Ask them to help onboard a new hire.

Do they explain clearly? Stay patient? Lift others up?

Callback Support

Send them on a difficult callback to support another tech.

Do they mentor through the solution or just take over?

Teach a New Topic

Have them present on something outside their usual comfort zone.

Do they research, own the topic, and teach confidently?

These hands-on tests reveal true leadership behaviors better than any personality quiz

or annual review ever could.

Leadership Needs Structure — Not Just a Title

If you’re asking someone to lead, you have to set clear expectations:

•  How often should they be in the field?

•  What does a ride-along look like?

•  How do they evaluate technicians?

•  How are findings tracked, followed up, and coached?

  
  

Without structure, the role becomes reactive — and progress stalls. Leadership without

a framework is just firefighting.

Train Managers to Spot the Trends

A great manager doesn’t just react — they anticipate. That means knowing how to recognize trends early:

• Callback spikes in a specific zone

• Missed or incomplete routes

• Repeating issues in high-value accounts

These aren’t random problems — they’re leading indicators of something bigger. A

great service or branch manager knows how to catch these trains early before they

derail performance or customer trust.

Training managers to analyze service tickets and documentation with purpose is one of

the most powerful retention tools you can implement. It protects quality, compliance,

and reputation.

The Bottom Line

Leadership in field service starts with people — not performance metrics.

Promoting someone shouldn’t be the “next step” just because they’ve mastered their

current one. It should be a decision grounded in readiness, and a clear path to success.

When we invest the same thought and intention into developing our managers as we do

our technicians, we don’t just fill a role — We build a leadership pipeline that sustains the business long-term.

Let’s stop forcing people into leadership.

Let’s start identifying, training, and supporting the right ones.

Because not everyone should lead — and that’s okay.

But for those who are ready, let’s give them everything they need to lead well.

There should be incentives for those who choose not to pursue leadership roles—because every business depends on dedicated individuals who excel in the roles they’re in.

Struggling with Turnover? Start at the Source.

Sequoia Quality Solutions helps service businesses strengthen employee retention by

improving technician onboarding and building personalized career development plans.

When your team feels supported, your customers stay longer too.

Let’s connect the dots between employee growth and customer loyalty.

Book a call today at sqs-usa.com