Does the following story sound familiar? A hard working employee โ letโs call her Debora โ proves herself a great sales producer and a real โgo-getter.โ When a supervisory position opens up, Debora seems the logical choice for the spot. Who else could better train the staff into a mean, lean selling machine? Debora accepts the promotion with enthusiasm and everyone looks forward to great things.
Alas, the anticipated revenue boom never materializes. In fact, sales start to soften. Itโs no secret why: People hate working for Debora. The result is predictable: Productivity falls. Customers flee. Profits go south.
Debora ends up jumping ship โ and her erstwhile employer faces a costly and time-consuming rebuilding effort.
Promote wisely
Deboraโs story illustrates a lesson too often learned the hard way: An individual who excels in sales, technical operations or administrative tasks can easily fail when it comes to managing others.
โToo often business owners believe that exceptional employees who provide extraordinary service are the best candidates for managerial positions,โ says Richard Avdoian, founder and CEO of Midwest Business Institute, a consulting firm based in metropolitan St. Louis, Mo. (midwestbusinessinstitute.com). โUnfortunately, such people often become just adequate leaders.โ
Avdoian suggests a more effective approach for assessing management candidates: โLook for employees with qualities that make great leaders,โ he says. โDo they deal with people in an effective way? Do others like working with them? When they speak, do their colleagues listen? Do they rally others to complete tasks?โ
Lead the way
Those questions suggest the importance of one personal characteristic: the ability to inspire others to great performance. And that ability, in turn, suggests the truism that transformational โleadership skillsโโnot the ability to manage discreet projectsโare more important than ever in todayโs work environment.
โNew managers and supervisors need to understand the difference between managing and leading,โ says Lois P. Frankel, a partner at Corporate Coaching International, Los Angeles (corporatecoachingintl.com). โManaging is about producing measurable outcomes: about controlling budgets and costs and work output. Managers tend to mandate policies and procedures that too often restrain new ideas from getting off the ground.โ
Leadership is different. โLeaders clear the way for great ideas to come to fruition,โ says Frankel. โThey inspire people to create change and meet challenges.โ
Managing, while critical to getting tasks done, is less than effective when dealing with people, says Frankel. โYou can manage the organizational process, but you must lead people.โ
If youโre thinking that prospective leaders might be harder to find that nascent managers, you would be correct. โWe often see strong managers,โ says Frankel. โBut seldom strong leaders.โ
Spot the leader
If promising leaders are scarce on the ground, it follows that you will need to sharpen your own skills for identifying them when they do appear. And that begins with an understanding of the specific characteristics of strong leadership.
โGreat leaders possess transformational skill sets,โ says Lauran Star, a business consultant based in Bedford, N.H. (lauranstar.com). โYou need to spot people who like change, who see issues well before they become problems, and who think outside the box and develop creative solutions rather than just putting out fires.โ
Leaders are able to develop teams and have the discipline to manage themselves well. Such competencies might be assessed by many points of measurement. For example, the ability to develop teams might be assessed by the tendency to grant deserved recognition, to take a win-win approach to negotiating solutions, to play fair in judgement and action, to foster collaboration across different cross functional boundaries and to manage and resolve conflict.
Communicate well
Great leaders also have the ability to communicate with others, says Randy Goruk, president of The Randall Wade Group, Scottsdale, AZ (leadersedge360.com).
โIneffective communication leads to many problems,โ says Goruk. โFrustration. Anger. Conflict. Low productivity. Poor quality work. Higher costs. Itโs a killer.โ
Communication skills have become even more important because of changing demographics, says Star. โToday we have baby boomers who are letter writers, Gen Xers who are emailers and phone callers, and Millennials who are Tweeters and instant messagers. Good leaders are able to communicate with members of all these generations in all these ways.โ
Whatโs good for the employee is good for the customer. โLeaders communicate well with all the generations making up an organizationโs customer base,โ says Star. โLeaders understand what marketing messages will drive sales with diverse audiences.โ
Prepare for launch
Spotting employees with leadership skills is important. Seldom, though, does one prospective leader possess all the requisite skills at the level required. Enter training.
Itโs smart to put a training program in place that will teach people what itโs like to be a manager before they get promoted. Training, of course, can be expensive. One way to reduce the cost is to make temporary work assignments that give people the chance to lead and to decide if the management life is right for them.
Johanna Rothman, founder of Rothman Consulting Group, Arlington, Mass. (jrothman.com), suggests approaching promising candidates with words such as these: โWhy donโt you manage one or two people as a team leader? You can practice your skills in coaching and in providing feedback.โ Then, says Rothman, set a date and time to discuss any issues that might have arisen during the candidateโs time in control.
Helping hands
Mentors can help newly promoted leaders succeed. โEmployees with formal mentor relationships tend to value them,โ says Goruk. โThey say things like โMentors are good because they hold me accountable for things. They share different perspectives and are experienced in overcoming the challenges I am facing.โโ
But take care in assigning mentors to your nascent leaders. Not everyone is good at the job. โMentors must have the desire to be mentors,โ says Goruk. โThey must want to help people succeed and have an interest in people personally and professionally.โ
Coaches, too, can help pave the way for successful promotions. They differ from mentors in the level of control and input they provide their wards. โA mentor teaches skills; a coach helps a person navigate through professional development,โ explains Avdoian.
Gen Xers tend to need mentors, while Millennials tend to need coaches, according to Star. The disparity results from the differing psychology of the two groups. โGen Xers are proactive about improving themselves,โ says Star. โThey have taken their assessments and already know what skills they lack. And they have enough business acumen to realize that unless they improve themselves they will not get ahead.โ For them, regular consultations with mentors suffice.
โMillennials, on the other hand, often do not know what skills they lack,โ says Star. As a result, they need a more assertive level of assistance. โCoaches can prompt Millennials to think through problems and find solutions, and that will help them grow faster.โ
Plan for success
Finally, let us return to the story that opened this article. Debora, the star salesperson, had been promoted to a management position not because she possessed leadership skills but as a reward for great performance. That led to disaster. โYou would not hire someone to be an accountant without accounting skills,โ says Frankel. โYet too often we promote people without relevant experience or training to important management roles. The result is that the promoted individuals often flounder and create discord within their departments.โ
Itโs a common scenario that can be avoided with proper preparation. Spot potential leaders by their ability to lead without the trappings of a formal assignment. Then make sure they get the mentoring or coaching they need to perform the demanding tasks of leadership. The result will be a successful hire, a happy staff and higher profits.