How Management’s Promotion Policies May Create Super Failures
How Management’s Promotion Policies May Create Super Failures
Now, this highly skilled super-worker is catapulted into an entirely different world of management – supervision. The skills that brought him or her to this new level of supervision are not the same skills required to be successful in this role.
In the previous role, the newly promoted supervisor probably spent the majority of her or his time using job specific skills such as selling or running machinery. This individual was the best of the best. Now, those very skills that provided the access to this new position will be replaced by new skills such as effective interpersonal skills and leadership. Job specific skills will be relegated to the bottom of the skill bucket while these new skills will be at the top.
Suddenly, a new picture has emerged. The super-worker is now the supervisor, but in many cases with an empty skill bucket. This is how the promotion of the super-worker to supervisor without further interpersonal development of that individual potentially creates super-failures.
To avoid this costly scenario, access your current training and management policies to ensure that every new supervisor can demonstrate at least the following:
List the 5 functions of a supervisor
Define how to be an effective supervisor
Set and achieve goals consistently
Recognize how to integrate the role of leader and follower
Determine how to reconcile current time management demands with future demands
Describe 6 strategies to help motivate others
Characterize effective communication both personally and organizationally
Understand performance appraisals and how to use them as a tool for performance improvement
Recognize the difference between training and development
List 6 principles for decision making
By accepting that the high performing super-worker cannot automatically turn into the same high performing supervisor without additional development is the one significant action that you can embrace. This action will increase your bottom line and create the high performance organizational culture necessary to be competitive in today's 24/7 global market place. Failure to take such action will only continue to create super-failures in your organization.
How Managements Promotion Policies May Create Super Failures - To learn more about this author, visit Leanne Hoagland-Smith's Website.
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Many organizations subscribe to the policy of promotion from within. Today, many eager individuals consistently demonstrate all the capacities of being a "super-worker." Each and every day, their strengths of job specific skills are viewed by their "bosses." When that one management position is available, these "super-workers" hungrily vie for that position. And sometimes with hard work, one of these individuals safely reaches that next step up the corporate or management ladder – being a Supervisor
Now, this highly skilled super-worker is catapulted into an entirely different world of management – supervision. The skills that brought him or her to this new level of supervision are not the same skills required to be successful in this role.
In the previous role, the newly promoted supervisor probably spent the majority of her or his time using job specific skills such as selling or running machinery. This individual was the best of the best. Now, those very skills that provided the access to this new position will be replaced by new skills such as effective interpersonal skills and leadership. Job specific skills will be relegated to the bottom of the skill bucket while these new skills will be at the top.
Suddenly, a new picture has emerged. The super-worker is now the supervisor, but in many cases with an empty skill bucket. This is how the promotion of the super-worker to supervisor without further interpersonal development of that individual potentially creates super-failures.
To avoid this costly scenario, access your current training and management policies to ensure that every new supervisor can demonstrate at least the following:
List the 5 functions of a supervisor
Define how to be an effective supervisor
Set and achieve goals consistently
Recognize how to integrate the role of leader and follower
Determine how to reconcile current time management demands with future demands
Describe 6 strategies to help motivate others
Characterize effective communication both personally and organizationally
Understand performance appraisals and how to use them as a tool for performance improvement
Recognize the difference between training and development
List 6 principles for decision making
By accepting that the high performing super-worker cannot automatically turn into the same high performing supervisor without additional development is the one significant action that you can embrace. This action will increase your bottom line and create the high performance organizational culture necessary to be competitive in today's 24/7 global market place. Failure to take such action will only continue to create super-failures in your organization.
How Managements Promotion Policies May Create Super Failures - To learn more about this author, visit Leanne Hoagland-Smith's Website.
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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