To Manage or Not to Manage? That is the Question for Business Analysis Professionals

Key Takeaways from This Webinar

In this career-focused session, Ryland Leighton explores the realities of moving from business analysis practitioner to people manager, and what professionals should consider before taking that step.

1. Management is a role, not a reward — becoming a manager means starting fresh with new responsibilities, not just recognition for past performance.
2. Two career paths exist — you can grow as a senior/principal business analyst without managing people, or move into formal management roles.
3. Influence without authority is critical — BA professionals often lead through trust, persuasion, and collaboration, even without direct power.
4. Soft skills amplify hard skills — credibility, communication, and trust-building are what make technical BA skills impactful.
5. Management requires putting people first — success comes from enabling others, removing obstacles, and coaching, not “doing the work yourself.”
6. Step-up roles are trial runs — many organizations let professionals “try” leadership responsibilities before making them permanent.
7. Be prepared to be a beginner again — moving into management means embracing vulnerability, learning new skills, and growing through discomfort.
8. Not everyone should manage — if you don’t genuinely want to prioritize people, you’re better suited for a senior IC (individual contributor) path.