Why do so many well-meaning managers fail to deliver the value they wish to deliver for their organisation? And why do so many organisations unintentionally contribute to under-performing managers and teams?
OK, there are many reasons, but two of the main reasons, as identified by participants at my management conferences and management development training programmes are:-
- Bosses promote individuals to management roles because s/he excelled and was successful in a completely unrelated role. The belief that ‘S/he is really good at (current role) so s/he’s got to be management material’, is misguided, but somehow accepted as the norm.
2. Employees are unlikely to decline the opportunity to progress their career, and enjoy the benefits which often accompany such a move to a management role.
This isn’t only my view remember. It’s the view of the vast majority of managers who participate in one of my Emotional Intelligence for Managers training programmes. So, there is an element of accuracy and reality to these points.
If organisations are to begin to perform at or near their best, individuals who are considered to be ‘good management material’ deserve to be considered not just on the basis of past loyalty, past performance or effectiveness in an unrelated role, but in a manner which provides them with the opportunity to actually give people management a good go. No, they won’t be promoted on the basis they might be half decent, even brilliant; they will though be encouraged and supported to take on a few management (self and people) activities and responsibilities which will enable them to get a feel for what is required of them, why it is required, and an opportunity to encounter and experience the ambiguity, stress, excitement that being a manager can bring.