When You Promote, Make Sure They Are Ready to Succeed

As a company, we know we’ve hired well when someone on staff is ready and able to fill a supervisory role. Depending on the size and organization of your business, this may even mean being ready to be in charge of the whole thing. When folks are talented and loyal enough to deserve such promotions, it’s important they be given the chance to step up.

There’s a down side to promoting from within: it can be difficult in varying degrees for newly-promoted employees to figure out how to relate to and interact with the people that were once their peers. Each of the individuals you promote will handle it differently, but don’t forget to use the opportunity to coach them on some fundamentals. Even the best raw talent for managers and leaders need coaching before sending them on their way. You believe in careful and thorough onboarding for a new hire to ensure they have all the tools they need for success. The same principle applies to onboarding a newly-promoted manager.

Impress upon them in no uncertain terms that the relationship dynamics will change – that can’t be avoided. They’ve moved from “one of the team” to coach. There may be resentment among the team if others thought they were ready or if they don’t think the “new boss” is ready. There may be winks and nods from employees thinking the new boss will let them slide, no matter what they do. There may be open or subtle resistance to the directions of the new boss.

Ask the newly-promoted employee how they’d like to approach the newly-defined relationships and listen for any potential missteps; and ask them to talk through how their words and actions will work out. Give them a heads up on all that can go well and all that can go poorly. Tell them how you navigated your first promotion; suggest they talk with others -inside and outside your organization – about how they did it.

In short, remember that, “Congratulations! Go get ’em!” is not be enough of a pep talk to enable your new leader to succeed.

Showing Employees You Value Them

Who doesn’t like Rosabeth Moss Kanter as a management coach? She’s reasoned and realistic. A few years ago we began to use her “3 Ms of Employee Engagement” to help ourselves and our clients understand what to give to employees to help them feel they are valued and to let them value the work they do.

Here’s Ms. Kanter’s recap of the topic:
“I summarize these keys to strong work motivation in three Ms — mastery, membership, and meaning. Money is a distant fourth. Money can even be an irritant if compensation is not adequate or fair, and compensation runs out of steam quickly as a source of sustained performance. Instead, people happy in their work are often found in mission-driven organizations where people feel they have positive impact on social needs. As my HBS colleague Michael Norton shows in his book Happy Money, giving to others boosts happiness.” [Emphasis ours.]

She briefly defines the Three Ms this way:
Mastery: Help people develop deep skills.
Membership: Create community by honoring individuality.
Meaning: Repeat and reinforce a larger purpose.

Maybe the simple way to describe what we mean by showing employees they are valued is to tell you the best way to make sure they don’t think they are. If you want to make sure employees feel undervalued, never listen to their ideas; tell them exactly how to do every step of the job; keep them isolated from their coworkers by telling them everything has to go through a manager; and don’t talk to them about the overarching mission of the company and how their specific work fits into it.

To engage them year-round (and not just on Employee Appreciation Day), help them believe they are a master at what they do – and that the company is a master in your field. Get excited about their ideas for how to do the work and help them iron out the details. Have them train new employees on how to do the tasks.

To reinforce membership, host team activities that the employees – not management – design. Brand your business to service – service to clients and customers; and service to the community. Let the employees use some time each month to support charitable purposes. Create opportunities for the team as a whole to participate in a community service project. But do remember there actually is an “I” in team: it stands for individual. Don’t subsume all your employees into a giant collective that leaves each person feeling swallowed up and unimportant.

To create a sense of meaning for your employees, talk often and candidly about the mission of your organization and how it is being accomplished. And ask them to talk about what they’ve done to advance the mission. If you sell carpet, talk about how flooring improves the world one business or one household at a time. If you are a nonprofit that raises money specifically to give to others in need, let them talk about how awesome – and sometimes frustrating – that is. If you run a financial institution, remind them the overarching goal is the safety of each customer’s funds and, indeed, the overall economic fitness of your community.

That’s a long-winded way of saying we love Employee Appreciation Day. Of course, at Align it means food and games. But it can’t just be one day each year. You have to create a culture of showing employees they are valued.

Strictly Top-down Management Model No Longer Useful

The history of the workplace and how it’s managed is fascinating. Since the beginning of free enterprise, in particular, management theories have increasingly favored participation by employees at all levels of the organization.

Think of employees – all employees – as decision makers. Outside of the workplace, they make decisions on an ongoing basis. Where to live, what type of car to buy, what to eat, with whom to form relationships and how to raise our children are just a few of the high-level decisions we make. So then if an employee inside a workplace is told to “Just do what I tell you and how I tell you to do it,” they’re not going to feel management thinks they are smart and capable.

Many first-time managers make this rookie error. Excited about the opportunity to be in charge, they tend to over-manage (or micromanage) and it works against them. The best ideas, in fact, generally come from the folks actually performing the tasks associated with the job. While the first-time manager may have been mulling better ways to do things for a long time and therefore looks forward to the new opportunity to “bark orders,” it won’t be effective in the long run.

Chances are if a new manager – or any manager – feels inclined to demand “my way or the highway,” it’s because s/he didn’t feel listened to as a member of the staff. The best way for that new manager to make sure he is well-respected and looked up to, then, is for him to break the cycle of telling instead of listening to and supporting others’ ideas.

Don’t get us wrong: listening and supporting doesn’t always mean accepting others’ ideas and running forward with them. The manager is accountable for the overall business plan and therefore has to make sure every idea is vetted from all angles. If it’s accepted, then implementation has to be thoughtful and detailed, bringing along all the folks that weren’t involved in the decision at the beginning.

The point is that if you’re still running your organization with that strictly top-down management theory, you’re about 70 years out of date. Try to loosen the reins and find ways to dialog with employees so that all great ideas – management and non-management – are on the table and open to discussion.