By Someonewise 
No one teaches you how to be a parent, and no one wants to learn how to be a manager.
Difference in approach The moment you become a father or mother, you naturally become responsible, mature, accountable, wise, composed, and capable of multitasking. There’s no training school, 99% of us don’t read books on parenting, and there’s no role like “Acting Parent,” unlike “Acting Team Lead” or “Acting Manager,” though many of us have parented our younger siblings with limitations.
So how do you learn parenting? The mind spontaneously adapts to this role. Are you the best parent your child can have? No, you aren’t. But you have the best intentions, the most sincere efforts, a selfless motive, cautious and thoughtful actions, and untiring will. Where do we learn most of our parenting skills from?
60% comes from our parents’ and grandparents’ right parenting skills, 30% from what hurt us or what we disliked about our parents as children, and 10% from observing others’ best practices. However, none of this is based 100% on what the child wants but 1000% on what is good for the child. So, most of us are content with our parenting skills. Eventually, the child may be unhappy with you in many scenarios, but deep down, you know you weren’t wrong by choice, though sometimes by chance. So you expect a good and successful child in your son or daughter.
You also display idealism, good habits, and values so that your child can idolize you, even if it’s hard to behave that way initially, just to set the right example. The fear is that your child may not use your bad habits in their life, to be disliked by others, or use those against you, justifying their bad habits with yours.
Considering the instance of a manager: Do managers have the best of intentions when grooming their team members? Not always. Do they put forth their best efforts?
From the moment someone becomes a manager, they expect the team to listen to them, to know the skills, and to behave responsibly. However, they often want someone else to train the team in the necessary skills and teach the team to respect the manager.
Isn’t this too much of an expectation and in the wrong direction?
Furthermore, the manager may position the team member against HR, management, or the company, which inevitably disturbs the ecosystem of their own team and, eventually, the organization. Still, managers who fail to acquire the skills needed for their role either side too much with the team at the cost of the company’s money and benefit or become ruthless towards the team, simply to exercise authority. Managers often feel that the designation on their promotion letter is the certification of being a manager, with no further learning required.
The balance required, the 7-D approach needed, is not even considered.
People management skills often resemble parenting, with some relaxation compared to the latter, but still within the framework of company protocol. Here, we frequently see managers either favoring the employee 100% or the employer, without bridging the gap but instead widening it further.