martedì 8 luglio 2014

Chi promuovere?

Did I make a mistake in promoting this person?!

How many times do we hear statements like “but she was my star performer and now as a manager she’s not getting the same results?” She was very competent as a (fill in the blank……sales person, supply chain specialist, quality assurance inspector, etc.) and so we promoted her. Did we make a mistake?!
Have you experienced this before or been a victim of a poorly promoted manager? Why is it that we are okay with the fact that to be technically competent you need to go to school, take a course, follow some training etc., yet when it comes to management we assume that people will just be able to figure it out!
What would happen if you ask someone to develop a budget and not give them any training or support on the “how to” of putting together a budget? Chances are they may figure it out by some mean or another; but what are the consequences of this learning process? Wrong numbers, faulty projections, skewed assumptions?

So take this same scenario and apply it to a newly promoted manager. You promote someone who has never “managed people” before and you now basically throw them in and say okay so “figure it out.” Hopefully they do figure it out in a way that makes sense and that does not cause negative side-effects; such as people leaving; team members disengaging and doing the bare minimum; low team morale and reduced productivity.
According to Ken Blanchard poor leadership is costing the average company an amount equal to 7% of their annual revenue.
How can you avoid these negative side-effects? How do you support your managers to maximize not only their potential but also that of their teams?
First, you should not be promoting solely on past performance. You need to understand that for example the role of a marketing coordinator requires a different skill set than that of a marketing manager. Therefore, you need to make sure that you have properly defined what the role looks like, the objectives of the role and the required behaviors as well as competencies.
Second, you need to evaluate who you have within your team and assess who best fits the management profile that you have put together. Oh yes, and please don't forget to have a conversation with people to see what they have as career goals and whether or not they are even interested in a management role. Don't assume that everyone is.
Third, now that you have promoted someone into the role please do not leave them to their own devices hoping that they will figure it out! Provide them with a development plan that may include courses, workshops, seminars, mentoring and/or coaching. The better developed their management skills are the better they will be able to properly communicate, motivate, guide and support their teams.
Last but not least make sure to provide on-going support and resources. Don't forget that this is a learning process and that the shift doesn't happen overnight. The better you equip your manager the higher the probability that they will succeed and the better the odds that they will keep their team members motivated and engaged.

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