One night while watching TV with my wife and cat, I grabbed my phone and scrolled through my notifications. While my wife was deciding what to watch (we ended up choosing Hacks, great show, highly recommended) I opened LinkedIn and saw that a former direct report had announced their promotion to manager. I was thrilled, because I remembered the countless hours we'd spent in our 1:1s working on their professional development. This person was a wizard at SEO and showed real potential for leadership. They just needed guidance on the soft skills and leadership qualities that matter most.
I messaged them right away to congratulate them. Their response:
"Hi Brian! Thank you so much for this message, that just made my night. I learned so much from you by having you as my Manager and I'm carrying everything with me as I start my role... Very grateful to know I have you on my side to reach out to for any advice or questions!"
Not gonna lie, I got a bit teary-eyed. That message made me realize the lasting impact we can have on someone's development. Being a people manager remains one of the most rewarding parts of my career, and if you have the privilege of managing people, especially recent graduates starting out, you have a real responsibility to shape their professional growth.
Why most SEO pros struggle with the jump to management
I've seen too many technically brilliant SEO professionals struggle when they're pushed into leadership roles without preparation. The move from associate to manager is one of the most important advancement opportunities in digital marketing, and it requires a fundamental shift from individual contributor to team leader.
Here's the thing: being excellent at SEO or knowing advanced Excel formulas isn't enough to earn a promotion to management. Anyone can learn those technical skills relatively quickly and put them into practice. What separates future managers from career contributors is their ability to think strategically, manage people, and understand the business side of things.
Most associates start their careers laser-focused on the technical stuff. They spend their days deep in data analysis and keyword research, perfecting technical implementation, and mastering tools like Google Analytics, Semrush and whatever CMS the client runs. Occasionally they'll give a presentation or collaborate with another team, but that's usually about it.
Management is completely different. Suddenly you're expected to handle strategic planning, coordinate entire teams, communicate directly with clients, work across departments and manage budgets. Most associates have never touched those responsibilities, which is why the transition can feel so jarring.
This is exactly why intentional development matters.
Start with strategic exposure early
The best career development I've seen happens when managers expose their associates to high-level strategic thinking early. I'm not talking about including them in brainstorms or daily standups, though those matter too. I mean real exposure to client communication, strategic planning sessions and meaningful cross-functional work.
I had several managers who did this for me when I first started, and it made all the difference. They brought me into strategy meetings at first just to listen, which eventually led to me sharing my perspective on certain issues. That natural progression is how I ended up leading presentations for executive stakeholders and taking part in business pitches for new clients and agency partners while I was in-house.
When I work with an SEO associate who shows management potential, I make it my mission to involve them in strategic work from day one. They sit in on client calls, at first just to observe, then gradually to participate. They join our quarterly planning meetings where we set goals and map out strategy. They get put on projects that require working closely with content, paid search and other departments.
Why? Because it lets me build focused development plans that prepare them for leadership challenges before they actually meet them in a management role. By the time they're ready for promotion, they've already had a taste of what management really involves.
Build a development plan that actually works
Strategic exposure needs structure, though. I always start with a self-assessment, where the associate and I evaluate their current skills against what they'll need in future roles. It creates real awareness of the journey ahead and shows us the specific gaps to work on.
From there, we write a development plan together that covers:
- Their specific career goals and timeline
- The skill areas they need to focus on
- Measurable objectives and milestones we can track
- A balance between technical SEO growth and leadership capability
These aren't documents that sit on a desktop collecting digital dust. We revisit and adjust them regularly.
I also make sure they get exposure across different SEO specializations. Maybe they spend time on technical SEO and site architecture, then rotate into content strategy. They might go deeper into analytics and reporting, or get more involved in client management. That breadth helps them understand the full scope of what they'll own as a manager.
We hold quarterly reviews to check progress, adjust the plan and make sure the development work stays tied to their career goals. Career development isn't a straight line. It needs constant course correction.
Master the art of real feedback
Throughout all of this, feedback is essential. I'll be honest: I'm known for being very direct with mine. Some people would say too blunt at times. I believe in giving people the truth, even if it stings, rather than protecting them with comfortable lies that don't help them grow. But my words always come from the heart and from a real desire to see people succeed. You don't have to be direct, but it always has to come from the heart.
Whatever you do, never lie to someone about their performance or potential. You don't have to get confrontational. You simply tell them what you observe and ask questions like "Can you tell me more about your thinking here?" or "What led you to make this decision?"
After you've shared your observations, the most important thing is to listen with the intent to understand. Knowing their thought process gives you what you need to offer next steps and course-correct in real time.
What drives me crazy is when one-on-ones turn into nothing more than project status updates. That's a waste of everyone's time. Those meetings should be about career development, the challenges they're facing, and new growth opportunities. Leadership skills belong in that conversation alongside technical performance, not just where projects stand.
I keep a regular cadence of these career conversations, usually monthly, alongside normal performance feedback. It's a significant time investment, and it's worth every minute when you watch someone flourish in their new role.
Focus on four core leadership areas
When I'm working with an associate who wants to move into management, I focus on four things: communication, strategic thinking, team leadership and business acumen.
- Communication. More presentation responsibility, or leading cross-team meetings. Last year I had an associate who was terrified of presenting. We started with internal team updates, then moved to client presentations. By the end of the year she was confidently leading our biggest client's quarterly business review.
- Strategic thinking. Competitive analysis projects, or asking them to make strategic recommendations. One associate started by analyzing why a client's organic traffic dropped 15%. Instead of just naming the technical issues, he mapped out a six-month recovery plan that covered content gaps, technical fixes and resource needs.
- Team leadership. Leading cross-team projects or mentoring junior staff. I once had an associate run our summer intern program. She had to coordinate with HR, create training materials and manage three interns across different projects. It taught her more about people management than any textbook could.
- Business acumen. Budget planning discussions, or analyzing ROI on different initiatives. Understanding how SEO work translates to business outcomes is essential for any future manager.
These skills don't develop overnight, and they rarely develop on their own. They need intentional cultivation, patient guidance and plenty of chances to practice before the stakes get high.
Know when they're ready (and when they're not)
Here's something that took me a while to fully understand: the associate has to actually want to become a manager. You cannot and should not force leadership roles on people who aren't interested. Not everyone wants the responsibility, stress and complexity that comes with management, and that's perfectly okay.
I once had a direct report who was content being an associate. No interest in LinkedIn Learning classes, professional development seminars, or even learning how to bring AI into their workflow. They wanted to do excellent work, contribute to the team and clock out at 5 PM. There's nothing wrong with that.
When someone makes it clear they're not interested in advancing, don't take it personally. Respect the choice, focus your development effort on the people who are eager to grow, and keep supporting that person with whatever else they need to succeed. Who knows, one day they may bring up moving up on their own.
So how do you know when someone is ready? Truthfully, nobody is ever fully ready for management. When I first got the title of SEO Manager, I felt completely unprepared despite having checked all the supposed boxes. Strong technical skills, good client relationships, what others called leadership presence. Deep down I questioned whether I was ready for the responsibility.
Eventually you just take the leap. What I look for is consistent leadership in cross-team projects, proactive communication with stakeholders, and strategic thinking that goes beyond the immediate task. I want to see them naturally mentoring others, handling conflict with emotional intelligence, and showing a real understanding of business objectives.
Even after they earn the title, they'll likely still see you as a mentor, which is exactly how it should be. That relationship doesn't end with the promotion. It turns into something different and equally valuable.
The investment that pays forward
As a manager developing future leaders, you wear several hats. You open doors to strategic projects and client interactions. You deliver the feedback that shapes their development. You model the leadership behavior they should learn from. And you advocate for their advancement inside the organization.
It's both an intimidating responsibility and a privilege. The decisions you make, the opportunities you provide and the feedback you give will shape someone's career.
When you're starting out as a manager focused on developing others, remember your own transition and the support you needed. Be patient with the process. Development takes time, and there will be trial and error. Stay authentic, come from the heart, and assume positive intent from everyone involved.
Document the progress you see and celebrate the wins along the way. Those small victories matter enormously to someone working hard to grow. And ask the people you're developing how you can support them better.
Growing SEO associates into effective managers is hard work, and it's some of the most rewarding work there is. It takes intention, patience and a real commitment to someone else's success. You won't get it right the first time. I didn't. But if you approach it with authenticity and care, the impact can last someone's entire career.
When we invest in developing others, we aren't just building better managers for our own teams. We're shaping the future of the industry and creating a ripple of good leadership that reaches well past our own sphere.
Want to try this approach?
Start with one associate who shows potential. Pick someone who has expressed interest in leadership and involve them in one strategic project or client interaction this month. Write a simple development plan with two or three specific goals for the next quarter. Then schedule monthly career conversations, separate from your regular project check-ins.
