IN-HOUSE PROMOTIONS TO MANAGEMENT:
A RECIPE FOR SUCCESS OR DISASTER?
Guide the Change
New managers most likely believe the traits
and behaviors that brought them to this point
are the same ones that should be used to gain
success in the future. However, their job now
is to get others to perform through coaching,
delegating and counseling. Work with new
managers to ensure their
priorities are correct and
they are not micro-man-aging.
Your goal is to
have the individual
succeed in the new
it’s better all around.
IS ALSO THE
When promoting employees from non-management to manage- ment positions, don’t rely solely on
employees’ abilities to complete the duties of
their present positions. Current performance
is not the best indicator of how people will
perform in another position when that role is
dissimilar. For example, a
fantastic maintenance engineer does not necessarily
make a good maintenance
department manager. An
assistant manager may not
perform well as a building
Past performance should
be considered, but not as
the primary criterion. The
question is, how will the individual handle the
new responsibilities? Leading and managing a
staff requires specific Knowledge, Skills and
Employees will be stronger managers if their
KSA relate directly to leadership. For all candidates, ask:
•;Are they seen as a leader?
•;Have they shown the ability to create a
team that works well together?
• What leadership traits have been seen
and which have not?
•;What do they do when they don’t know
•;Do they take smart risks?
•;How is failure handled?
•;How do they motivate others?
•;How do they criticize people?
•;How are decisions made and problems
•;How is conflict resolved?
It takes special skills to manage previous
coworkers. It’s easier to move into management with a new group than with a group of
peers. Additionally, conflicts can potentially
arise involving other employees who wanted
the position and didn’t get hired. Newly promoted employees are vulnerable to jealousy,
questions about credibility, being tested, and
requests for favoritism from those who were
coworkers. Can candidates build trust, earn
respect and handle team challenges? How can
you help with the transition?
Weigh the Risks for
There can’t be 100 percent certainty that employees will successfully transition to becoming managers, no matter the degree of diligence. It may be better to delay employees’ advancement until they have the best chance of
succeeding. Your goal is to have the individual
succeed in the new managerial position; it’s
better all around.