A Lot Depends on You
There will always be several opinions on this decision as is beginning to be represented here. One of the things I agree with is that it is NOT a natural career progression. From your post, you are very articulate (better than many in these discussion boards and I read quite a few). This is a good thing for a manager. Many times I read posts from individuals that may seem very knowledgeable but they get into sloppy writing and it ruins their credibility with me on so many levels. Then the discussions go off on rabbit trails which again tells me that some are not destined for management.
So, for you Listen65, I refer back to the title of the reply. A lot depends on you. As a techy, I'm sure you are very good at what you do. Do not take offense but this usually (not always) means you are a good tech but will rarely make a good manager. Some techs can make the transition but as has been stated, management gets involved in so many things like budget (especially as how it aligns with the corporate strategy versus locally within the department).
Can you, as a manager, delegate tasks to less qualified techs? ... And step back to let them actually do the job even though you could do it quicker? Can you, as a manager, fire somebody without putting the company at risk from some silly HR related faux pax? Can you, as a manager, present fairness (as opposed to favoritizm) when relating to employees? Will you, as a manager, be willing to go to bat against upper management in defense of your team even if it means getting the left cheek bitten off?
These questions, and others like them, are the type of things managers face on a daily basis. One must truely answer them from a deeply thought out mind set. It's easy to say "yep" and move on but picture in your mind that you've delegated a task to an individual and they failed. Now your boss is on you like a diaper. Can you accept the responsibility for the actions of your workers, bit the bullet, and tactfully get the job done? You may have to go back to the worker with hat in one hand, the other on your sore rump, and coach the employee on doing the task the right way.
A true leader will subscribe to this philosophy: "When things go right, my team made it happen, but when things go sour, it's my fault."
In some industries, the manager will actually make less than their employees so it may not end up being money as the motivating factor. However, everyone is always looking for a good leader and the job opportunities are fewer within management versus the worker bees.
Let me close for now with this: Can you deal with personality issues that clash, cultural issues that conflict, scheduling problems, family emergencies for every possible thing under the sun, bad attitudes, bad hair days, vendor screw-ups, etc. and yet still somehow motivate your workers to show up and complete the tasks correctly and on time? Trust me, your upper management will not want to hear anything but "we got it done on time and on budget" The rest, you, as a manager, have to just swallow and keep working.
