If you’re thinking about becoming a people manager, here are the skills you’ll need to be successful.

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Thursday is Thanksgiving, a great time to “talk turkey” about what it takes to be a good people manager.

In today’s fast-paced, high-technology world, being a people manager isn’t easy. That’s because most managers have their own projects to complete — on top of ensuring that their team gets everything done on time and under budget.

The hats you’ll wear as a people manager can change throughout the day from individual contributor to coach/mentor, from project leader to task master and from performance reprimander to supporter/counselor.

Being a good people manager takes more than being a good individual contributor — and not everyone is suited for people management roles. Gallup found that companies fail to choose the right employees for people management roles 82 percent of the time, and that only about one in 10 people possesses the talent necessary for people management positions.

If you’re thinking about becoming a people manager, here are the skills you’ll need to be successful.

The ability to create a vision. People managers need to motivate employees by analyzing the current situation, determining the strategic direction for the group and by engaging employees with an inspiring vision of the future.

The skills to create strategic and tactical plans. People managers must be able to define key objectives and initiatives and help employees feel connected to the goals of the organization.

Performance management skills. Being a people manager means you’ll need to manage the performance of every employee on your team (including your own). That includes helping each employee create performance objectives, determine how to best allocate their time and how to balance their workload. In addition to creating a culture of accountability and driving outcomes, you’ll need to be highly resourceful in determining ways to overcome obstacles and adversity.

A love for project management and experience in implementing changes. Most managers are also tasked with process improvement projects for their area of the organization. In turn, these projects will almost always require some level of change management.

A love for coaching and mentoring. Being a good manager means you must learn how to be a good coach. That includes helping others create career development plans, delegating challenging and meaningful work and getting out of the way so employees can do their jobs and learn from mistakes. Being a coach also means spending time with each employee every week, discussing progress, overcoming barriers to success and ensuring positive two-way communication.

The ability to manage up. As a people manager, you’ll be caught in the middle — sandwiched in between those who report into you and your own boss above you. That means you must carefully balance your time, ensuring you and your team accomplish the objectives while also providing updates to management on progress, issues and action plans.

Moving from an individual contributor role into a people management role isn’t always easy. It can also be very stressful.

To help determine if you’re ready to make the leap into people management, sit down with a mentor or someone in human resources to help you conduct a gap analysis. Mentors and HR can also provide support as you transition into a people management role.

Lisa Quast is a certified executive coach, and the author of the book Secrets of a Hiring Manager Turned Career Coach. Email her at lquast@careerwomaninc.com.