Hope Vs Training


[Originally published on Linked-In by Learning4Managers] Year after year line employees are promoted to supervisory and management positions due to their exemplary work. Kudos to all of them. But what is it they get when these people are promoted?

The promotion comes with a bundle of new responsibilities, high expectations, and pressure. To meet performance expectations on these new responsibilities, newly promoted managers are expected to instantly become leaders, coaches, and performance experts.

Here is what the promotion does not always include: a plan. Don’t get us wrong. Top management has plans and expectations for newly promoted employees. What is missing is a plan for the new manager to transition into the supervisory or management position to learn and practice the new skills required.

Let’s take a look at a few basic managerial tasks: interviewing candidates for a job, managing conflict between employees, and deal with employees who are not performing up to expectations. Are newly promoted managers expected to handle these issues effectively and efficiently? Yes.

Here is the problem. Are the tasks mentioned earlier the kind of duties they were expected to handle before the promotion? In most cases, the answer is no. So how are they supposed to know how to handle these new duties and meet expectations? How did you learn to deal with these issues? Take our survey on our site and let us know.

From the responses in surveys conducted in previous years we learned that 42% of managers taught themselves how to conduct interviews, as opposed to being taught on the job or via formal training. 37% taught themselves how to manage conflict and 31% taught themselves how to manage low performing team members.

In other words, around 1/3 of new managers or more figure things out on their own hoping that what they figure out is the right thing to do. Hoping is not planning and as the old adage says, if we fail to plan, we plan to fail. These conditions ought to be simply unacceptable to us.

Training is not the answer to all problems and we know that. However, it is an important step that paves the way to better performance, innovation, and overall to better business results. We encourage you to go back to your management and supervisor teams and survey them to see what they know and how they acquired this information. Offer training on key management topics to those who need it.

Next, take a look at your promotion practices and incorporate an onboarding program for newly promoted managers and supervisors. Finally, teach them to become Viral Leaders. As such, they will begin to plant the seeds of leadership in their respective teams, which will help prepare your next generation of promotion-worthy leaders. If you need assistance with any of these steps, Contact Us Today! 

Posted in Skills for Managers.