Stop Asking What an Office Manager Should Make — You’re Asking the Wrong Question

Every time I see someone ask, “What should an office manager make?” I cringe a little. It’s one of the most misleading and unhelpful questions in business — not because it’s irrelevant, but because it’s incomplete. The answer isn’t hiding in a national average, a Facebook poll, or an HR survey. The answer lies in a deeper, more strategic question: What kind of office manager are we talking about?

You see, if you lined up 10 office managers and 10 businesses side by side, you’d likely find 10 different job descriptions, 10 different scopes of authority, and 10 completely different levels of impact. And yet, people want a single, one-size-fits-all salary number. That’s not how leadership or business works.

Let’s simplify this. In my 25 years of working with practices and service-based businesses, I’ve found that office managers typically fall into three categories — and they’re not created equal.

1. The Chief Firefighter

This person is the go-to problem solver. They’re the ones who make issues disappear, calm upset patients, and keep the wheels turning. But here’s the truth: they’re not really leading or managing — they’re reacting. And that’s not a criticism. If that’s the role the practice wants and it’s working, great. But understand that this level of responsibility — solving problems without real authority — should not command the same compensation as someone driving business outcomes.

2. The Manager with Authority

This is a true leader — someone who manages people, processes, and outcomes. They’re not just solving problems; they’re preventing them. They’re removing responsibilities from the owner’s plate so the owner can focus on bigger priorities. Still, even this type of office manager may have blind spots or limited influence in certain areas of the business. Their scope is larger, and so is their value — which means their compensation should be too.

3. The Practice CEO

This is the gold standard — and the rarest. This office manager isn’t just managing tasks or people; they’re running the business. They’re given objectives, KPIs, and the freedom to make decisions that impact the bottom line. They influence revenue, profitability, culture, and growth. And because they’re shouldering true executive-level responsibility, their compensation should reflect that.

When you understand these three levels, the original question — “What should an office manager make?” — starts to look a lot different. The real question is:

• What level of authority and responsibility are you giving this person?

• What level of results do you expect them to deliver?

Because compensation should always be tied to outcomes, not job titles.

And one last thing: just like we were all taught to dress for the job we want, a manager must perform for the role they want. If someone wants CEO-level pay, they need to demonstrate CEO-level results — without needing to be micromanaged.

If you’re ready to stop treating the office manager role like a checkbox and start building it into a leadership position that transforms your business, let’s talk. I work with practices and organizations every day to define roles deliberately, build leadership capacity, and create compensation models that match results.

👉 Schedule a strategy session with me to design a deliberate plan for your office manager’s role — or your company’s future.