How much does a managers, all other make?

The median managers, all other salary in the United States is $141,900 per year ($68.22/hour). Salaries range from $74,300 (10th percentile) to $238,270 (90th percentile). There are 622,190 managers, all other jobs in the U.S. Source: Bureau of Labor Statistics OEWS.

Which state pays managers, all others the most?

The highest paying state for managers, all others is Massachusetts at $182,950 median salary.

Is managers, all other a good career?

Managers, All Other employment is projected to grow 4.5% from 2024 to 2034 (as fast as average). There are approximately 106,700 job openings per year. Typical education required: Bachelor's degree.

What interview questions are asked for managers, all other roles?

Common managers, all other interview questions include: "Tell me about a time you managed a team through a hard change.", "You have to cut your budget by 15%. Walk me through it.", "Describe an employee you had to terminate.". Interview format at top employers ranges from behavioral panels (STAR method) to technical case rounds — for example Deloitte + Accenture + PwC + EY + KPMG (Big 4 / consulting) typically uses 4-5 rounds over 4-8 weeks.

What certifications should managers, all others get?

Top-ROI certifications for managers, all others: MBA (top-25 or executive) ($40-220k depending on program; often heavily reimbursed at $10-20k/year cap); PMP (Project Management Professional) or PgMP (Program Management Professional) (PMP $555 + $250-500 prep · PgMP $1,000+); Six Sigma Green Belt / Black Belt (Green Belt $2-4k · Black Belt $4-8k).

How do you negotiate a managers, all other salary?

Anchor on documented market data (BLS median $141,900, p75 $186,300), specific outcomes you've delivered, and the specific band for your years of experience. I appreciate the offer of $138k base plus a 15% target bonus for the Sr Manager role. Based on 6 years of management experience, a team of 18 delivered under budget on a $3.2M enterprise migration, 3 consecutive zero-de...

Managers, All Other Salary

Q: What is the career ladder for managers, all others?

The typical managers, all other career ladder: Manager (first-line) (0-5 in management (5-10 total career) yrs, $95-135k base + 8-15% bonus + LTIP ($105-165k total)) → Sr Manager / Group Manager (5-10 in management yrs, $120-165k base + 12-20% bonus + LTIP ($145-215k total)) → Director / Sr Director (10-18 in management yrs, $155-235k base + 15-30% bonus + LTIP ($195-315k total)) → VP / SVP (18+ yrs, $215-585k+ base + significant equity + LTIP).

The median managers, all other salary in the United States is $141,900 per year ($68.22/hour). Salaries range from $74,300 at the entry level to $238,270+ for the top 10% of earners. There are 622,190 managers, all other jobs nationwide. Employment is projected to grow 4.5% through 2034.

Last updated: June 2026 · Source: U.S. Bureau of Labor Statistics

Median Salary

$141,900

per year

Hourly Rate

$68.22

per hour

Employment

622,190

jobs in the U.S.

Salary Distribution

10th percentile

$74,300

25th percentile

$102,880

Median

$141,900

75th percentile

$186,300

90th percentile

$238,270

Job Growth (2024-2034)

+4.5%

As fast as average

Annual Openings

106,700

jobs/year (growth + replacements)

Education Required

Bachelor's degree

+ Less than 5 years experience

Managers, All Other Career Guide

Interview questions, resume templates, and a career ladder written specifically for managers, all others.

"Managers, All Other" is BLS's catch-all SOC (11-9199) for management roles that don't fit a specific occupation code — the department manager at Johnson & Johnson whose title doesn't map to Marketing / Sales / Operations, the (non-technical) program manager at Deloitte, the branch manager at a small commercial bank, the general manager of a niche regional business, the GS-12 / GS-13 / GS-14 federal manager at HHS or DOD, the Director of a mid-sized non-profit, the Chief of Staff at a healthcare system. It's often the actual role title people search when they're doing generalist people-management work in a specialized function — HR operations, procurement, facilities, revenue cycle at a hospital, member services at a health plan, government affairs at a F500. Pay is $74,300 (p10) → $141,900 (median) → $238,270 (p90) across 622,190 jobs, with an unusually wide distribution because the SOC spans everything from federal GS-12 managers (~$95-120k) to F500 senior program managers ($180-260k) to mid-size non-profit executive directors. The universal ladder: Manager → Sr Manager → Director → Sr Director / VP. Content below focuses on the general management skills that pay off across every version of this role.

Core Skills Hiring Managers Screen For

Budget ownership & financial fluency

Own a department or program budget — payroll, non-payroll operating expense, capital requests, variance-to-plan reporting. Read a P&L or a cost-center report cold. Present a monthly forecast that hits within 2-3% of actuals. In non-profit and government, understand fund accounting, grant restrictions, and appropriation rules. In F500, understand corporate cost allocations and internal transfer pricing.

Hiring, coaching & performance management

Run structured interviews (behavioral, competency-based, not gut-feel), draft job descriptions that pass Legal review, own the corrective-action progression (verbal → written → final → termination) with HR involvement. Deliver quarterly and annual performance reviews cleanly. High-performing managers spend 20-30% of their time on people development.

Cross-functional partnership & stakeholder management

The manager role sits at the intersection of Legal, HR, Finance, Compliance, IT, Communications, and the business functions you serve. Know how to escalate cleanly, disagree productively in a big meeting, and follow through on commitments. In matrixed F500 orgs the working relationship with your peer managers matters more than the line to your boss.

Program & project management

PMP or equivalent methodology fluency — scope, schedule, budget, risk, stakeholder communication. Own a portfolio of 3-8 programs simultaneously. In F500, this often means running PowerPoint monthly steering reviews and pushing back on scope creep. Agile / Scrum fluency helpful even in non-software roles.

Written & verbal executive communication

Write a 1-page memo that lands a decision. Present at monthly ops or QBR (Quarterly Business Review) without reading the slides. Communicate up (the executive who wants the answer in 90 seconds), across (peer managers whose priorities compete with yours), and down (the team who needs context to execute). Amazon-style narratives, McKinsey-style pyramids, or one-page executive briefs — pick the format the audience uses.

Compliance, risk & policy adherence

Every regulated industry (financial services, healthcare, government, defense, life sciences) has a compliance layer — SOX, HIPAA, FISMA/FedRAMP, GDPR/CCPA, ITAR/EAR, PCI-DSS. Managers own the first line of defense within their area: policy adherence, corrective action, documentation. Regulatory findings that trace to a manager's area are career-limiters.

Change management

Kotter, ADKAR, Prosci methodologies — pick one and run it. Every manager owns some version of a change: new system rollout, org restructuring, process redesign, policy update. The universal failure mode is under-investing in communication and stakeholder buy-in. High-performing managers over-invest in both.

Analytics fluency (Excel, SQL, BI tools)

Advanced Excel including pivot tables, XLOOKUP / INDEX-MATCH, and simple financial modeling. SQL for pulling data from operational systems (increasingly expected even in non-technical management). Tableau, Power BI, or Looker for dashboarding. The manager who can pull their own data instead of waiting on the analyst is 6-12 months faster on decisions.

How to Become a Managers, All Other

1
Get a bachelor's in business, a functional area, or a relevant technical field
Business, finance, industrial engineering, computer science, healthcare admin, public administration, or the domain of your intended industry. GPA matters less than internships and part-time work in a professional setting. Many federal manager roles have GS-level education requirements that map to specific degrees.
2
Start as an individual contributor for 3-6 years and build a functional expertise
$65-105k depending on function and geography. Financial analyst, program analyst, HR business partner, associate consultant, program manager, or a functional specialist role. The best managers come out of ICs who mastered the actual work before managing others.
3
Promote to first-line Manager (5-10 direct reports)
$95-135k base + 8-15% bonus + medical + 401(k) match + LTIP at F500. This is where you actually learn to manage — hiring, coaching, budget ownership, cross-functional interfacing.
4
Advance to Sr Manager, then Director
Sr Manager: $120-165k. Director: $155-215k. Sr Director: $195-285k. Increasing budget, headcount, and scope. Directors typically own a portfolio of programs or a functional area with 20-80 people (mix of direct and indirect reports).
5
Advance to VP, then SVP / C-Suite
VP: $215-385k + LTIP. SVP: $285-585k + significant equity. C-Suite / EVP: $485k-$2M+ with equity as the dominant driver. From here, options include board work, private equity operating roles, or non-profit / government senior appointments.

Career Progression

Manager (first-line)

0-5 in management (5-10 total career) yrs$95-135k base + 8-15% bonus + LTIP ($105-165k total)

•Direct-report team of 5-12 (mix of ICs and possibly one team lead)
•Own a department budget of $500k-$5M and headcount ownership
•Own function-specific KPIs (ops metrics, project delivery, hiring targets)
•Deliver monthly business review and quarterly forecast
•Own hiring, coaching, corrective action, and terminations for the team

Next: Sr Manager at 3-7 years in management once you've delivered on a stretch program or expanded scope.

Sr Manager / Group Manager

5-10 in management yrs$120-165k base + 12-20% bonus + LTIP ($145-215k total)

•Team of 10-25 (2-3 first-line managers reporting up)
•Budget ownership of $3-15M
•Own multi-quarter programs and cross-functional initiatives
•Present at monthly ops review; own the functional QBR
•Own the team's bench-strength and Director-promotion pipeline

Next: Director at 8-14 years in management.

Director / Sr Director

10-18 in management yrs$155-235k base + 15-30% bonus + LTIP ($195-315k total)

•Functional or program area of 25-80 people (mix of direct and indirect)
•Budget ownership of $10-60M
•Own annual planning, capital planning, and Hoshin Kanri or OKR deployment
•Represent the function to the executive committee
•Own succession planning across your Sr Manager and Manager bench

Next: VP / SVP at 15-22 years in management.

VP / SVP

18+ yrs$215-585k+ base + significant equity + LTIP

•Global or multi-region ownership of a function or business line
•Budget ownership of $50M-$500M+
•Direct executive committee participation
•Board interaction and (at SVP) direct board committee participation
•Own external stakeholder relationships (regulators, investors, industry associations)

Next: C-Suite (COO / CFO / CHRO / CIO / CMO / General Counsel) or specialized industry roles.

Interview Questions & Answers

5 free questions below. Career Kit unlocks 20 total plus resume bullets for every level.

Q1. Tell me about a time you managed a team through a hard change.behavioral

Structure: (1) The change and why it was hard — reorg that cut 15% of the team's headcount, or a system migration that changed everyone's daily work, or a new compliance requirement that added 20% workload. (2) Your specific role — what you owned versus what your boss owned. (3) The communication plan — who you told, when, and in what forum. (4) The tactical execution — what you did in weeks 1, 4, and 12. (5) The measured outcome — retention, engagement scores, delivery. Weak answer: 'we told them and they adapted.' Strong answer: over-invested in stakeholder communication, protected the team's psychological safety, and delivered the numbers.

Q2. You have to cut your budget by 15%. Walk me through it.case

Diagnose first — what portion is payroll, what portion is non-payroll, and where is the actual room. Payroll cuts are hard and slow (attrition, backfill freezes, in worst case RIFs with HR / Legal / Comms involvement). Non-payroll cuts are faster (contractor terms, T&E, software licenses no longer used, vendor consolidation). Sequence: T&E / discretionary first (10-20% of most budgets), then vendor consolidation (5-10%), then contractor rationalization (5-15%), then FTE only if the first three don't get there. Model each option with impact on delivery and morale. Present two options to your boss and let them pick.

Q3. Describe an employee you had to terminate.behavioral

STAR. Situation: an employee with three documented performance conversations, a Performance Improvement Plan (PIP) that they didn't complete, and continued misses. Task: run the termination cleanly and legally. Action: reviewed the file with HR before the conversation, prepared the paperwork, held the conversation in a private room with an HR partner as witness, kept it short and factual, walked them out with dignity. Result: no wrongful-termination claim, no unemployment contest, and the rest of the team's morale improved because they'd been carrying the low performer for months. Interviewers want to hear you followed the process, involved HR early, didn't make it personal, and preserved the terminated employee's dignity.

Q4. How do you set priorities when everything is important?situational

Use a real framework — Eisenhower matrix (urgent × important), RICE scoring (Reach × Impact × Confidence / Effort), or a weighted-scoring model tied to your organization's OKRs or Hoshin priorities. Then take the framework's output and translate it into a working list. When new work comes in, run it through the same framework and make the tradeoff explicit: 'yes, I'll pick up X, but Y drops or its due date moves.' The manager who says 'yes' to everything and delivers 40% is worse than the manager who says 'no' to 30% and delivers 100%.

Q5. Where do you see yourself in 5 years?closer

The realistic answer: Director or Sr Director in this function or an adjacent one. Name the specific scope — 'Director of [functional area] with 40-60 people and a $20M+ budget' — and the certifications or experiences you're building toward (PMP, Six Sigma Black Belt, executive MBA, a rotational assignment in a different function or geography). Weak answer: 'grow with the company.' Strong answer: a specific next role, a specific role after that, and the concrete steps you're taking.

Resume Template — Manager (first-line, 5-10 yrs total career)

Copy these bullets into your resume as a starting point. Career Kit includes bullets for every level of the ladder.

Manager (first-line, 5-10 yrs total career)

▸Manager, [Function], at [Fortune 500 company]; direct-reports 8 (mix of Sr Analysts and Program Managers). Budget ownership $2.8M annual.
▸Delivered $1.4M in annualized cost savings via vendor consolidation and process automation of the quarterly reconciliation cycle.
▸Reduced team attrition from 22% to 11% through structured career development plans and a shift-preference scheduling change.
▸MBA + PMP + SHRM-CP. Presented at monthly ops review and quarterly business review.

What Gets You Rejected

✗Cannot read a P&L, budget report, or headcount plan — first-line managers in F500 own the money and are expected to know it cold.
✗Confrontation-avoidant with direct reports — a manager who won't have the corrective-action conversation is useless.
✗Any pattern of taking credit for the team's work or throwing team members under the bus — end-of-career move in every serious org.
✗Cannot hire cleanly — running unstructured interviews, ignoring HR / Legal guidance on job descriptions, or leaning on gut-feel over competency-based frameworks generates diversity, legal, and quality issues.
✗Weak stakeholder management — burns bridges with peer managers, over-escalates trivia to their boss, or under-communicates on cross-functional programs.
✗No fluency in the systems the function relies on (Workday, SAP, Salesforce, ServiceNow, Oracle Financials, PeopleSoft, ADP) — corporate hiring managers screen hard for it.
✗Cannot present cleanly — reading slides, rambling, or getting flustered under executive-committee questioning. Communication is the manager's core deliverable.
✗Poor documentation habits — a manager whose corrective-action file is thin will lose the wrongful-termination or grievance-arbitration case and cost the company money.

Salary Negotiation Levers

✓MBA (top-25 program or executive MBA) — worth $15-40k on entry to Manager and $30-75k on entry to Director at F500.
✓PMP (Project Management Professional), PgMP, or PfMP — worth $8-20k on entry to program-management heavy roles.
✓Domain certifications — SHRM-CP / SPHR (HR), CFA (finance), CPA (accounting), FSA / ASA (actuarial), PMP / PgMP (program), Six Sigma Black Belt (ops / CI), CISM / CISSP (info security), CIA (internal audit), FSA / RIS (federal / defense). Each is worth 5-15% premium in its domain.
✓Federal / defense clearance (Secret, Top Secret, TS/SCI) — a cleared manager commands 10-30% premium and is highly portable across federal and defense contractors.
✓Rotational or international assignment history — worth 10-20% premium at multinationals; signals executive-track readiness.
✓Bonus structure — most F500 first-line managers get 10-20% target bonus, Directors 20-30%, VPs 40-70%. Understand the target, the corporate multiplier band, the individual performance weighting, and payout schedule.
✓LTIP / equity — public-company managers get RSUs on a 3-4 year vesting schedule; refresher grants are often more valuable than the sign-on grant over a 5-year period. Ask for the refresher cadence, not just the initial grant.
✓Metro adjustment — Bay Area, NYC, Boston, DC pay 20-40% over median markets; London, Zurich, Singapore, Hong Kong pay above US Bay Area for equivalent roles.

Managers, All Other Resume Review — $29

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✓ All 20 interview questions with expert answers
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✓ Resume bullets for every level of the career ladder
✓ 30–60–90 day plan for your first role
✓ Cover letter templates specific to this occupation
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Managers, All Other Salary by State

Best Cities (cost-adjusted) →

Salary Map — Click a state for details

$80K

$183K■ No data

Top Paying States

Vertical line = national median. Click a state for full details.

State	Median	vs. National	Employment
Massachusetts	$182,950	+28.9%	10,630
District of Columbia	$175,720	+23.8%	18,570
California	$174,560	+23.0%	99,580
Colorado	$171,140	+20.6%	14,060
Delaware	$168,060	+18.4%	1,280
New York	$167,200	+17.8%	18,470
Virginia	$166,230	+17.1%	21,560
Rhode Island	$165,900	+16.9%	790
Washington	$164,160	+15.7%	10,490
Connecticut	$162,690	+14.7%	7,330

Showing 1–10 of 51

Managers, All Other Salary by Metro Area

Metro Area	Median	vs. National
San Jose-Sunnyvale-Santa Clara, CA	$217,280	+53.1%
San Francisco-Oakland-Fremont, CA	$210,080	+48.0%
Boston-Cambridge-Newton, MA-NH	$184,250	+29.8%
Boulder, CO	$179,090	+26.2%
Binghamton, NY	$177,830	+25.3%
Denver-Aurora-Centennial, CO	$175,980	+24.0%
Bridgeport-Stamford-Danbury, CT	$174,520	+23.0%
Washington-Arlington-Alexandria, DC-VA-MD-WV	$170,980	+20.5%
Santa Cruz-Watsonville, CA	$170,650	+20.3%
New York-Newark-Jersey City, NY-NJ	$169,800	+19.7%

Showing 1–10 of 384

Data Source: U.S. Bureau of Labor Statistics, Occupational Employment and Wage Statistics (OEWS). Data reflects the most recent annual survey.

How does this compare to pro athletes?

A managers, all other earning $141,900/year would need 420 years to match Stephen Curry's NBA salary, or 451 yearsto match Patrick Mahomes' NFL contract.

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📈 See how managers, all other salaries have changed over the past decade.

View Managers, All Other salary trend (2011–2024) →