Help your people get promotions in the organization.
Of course, not every subordinate may be management material (or may even want to be considered for a management role), but if they are, they will appreciate any help you can give them to step up to the next level of leadership.
In a recent article in the Harvard Business Review, Susan Peppercorn cited a Gallup study that identified a number of “critical elements” that affect employee retention…
Career development is the most critical of the elements identified by Gallup, and two-thirds of people — regardless of their level — leave their company because of a lack of career-development opportunities. With this in mind, it’s important to figure out what growth opportunities each employee needs for optimum development, whether through sponsorship, coaching, mentoring, visibility, or challenging work assignments.
Here’s what you can do to help them…
1. Help them acquire the managing skills they will need at the next level. Think of those things you needed to learn when YOU got promoted—various reports; performance reviews; coaching; interviewing and hiring; leading effective meetings; planning; problem-solving; delegation; and many others.
An easy way to help them to learn is to include them in the preparation phases of key management functions.
- Show them how you construct a budget. Explain the thinking that goes into each line item.
- Give them a step-by-step approach to conducting performance reviews and coaching sessions.
- Explain your approach to delegation and your rationale for assigning work strategically.
- Involve them in planning and leading an effective team meeting.
2. Give them “stretch” assignments that allow them to work beyond their typical job boundaries… by giving them clearly-defined authority to make decisions; solve problems; and think strategically. For help with this, see my resource: levels of delegating authority.
3. Give them clear, direct, specific, objective feedback about their strengths AND their weaknesses. This is key!
— Image by © Royalty-Free/Corbis
Many of the executive coaching assignments I am given come from managers who find it difficult to give negative feedback to earnest, hard-working subordinates. Caring bosses often don’t want to discourage dedicated team members. But if you really care about your direct reports, tell them what they need to know, especially if others in the workplace see them as…
- …controlling and autocratic
- …talkers and “tellers” more than listeners
- …more likely to criticize than praise or affirm
- …too intense, pushy, demanding, or bossy
- …too invested in their own ideas and closed to the opinions of others
These elements of personality style and leadership style are important ingredients for executive and leadership success. For example, energetic, results-driven “doers” often excel in lower levels of any organization, but find diminishing effectiveness as they rise. This is greatly because the demands of higher levels of authority are different.
That leads us to the next point…
4. Help them develop the leadership skills and behaviors they need at higher levels—patient listening; collaboration; consensus-building; negotiation; conflict resolution; clear and effective communication; strategic delegation; the ability to give engaging and persuasive presentations.
5. Provide mentoring. You can do this yourself, by helping your subordinate in the same way mentors do—by providing emotional support, wisdom, guidance, helpful advice, and a certain level of friendship. You can also recommend your subordinate for mentoring programs within the organization or for programs available within the industry—through professional associations or educational institutions.
6. Fill the role of a “sponsor.” In an organization, sponsors often recommend their protégés for key assignments, to help the emerging leaders gain experiences that will equip them appropriately for future responsibility. Sponsors also help their protégés navigate the political structure in order to gain strategic visibility with higher-ups. Sponsors make sure that organizational leaders are aware of the up-and-comers they support, so those executive leaders can make effective and strategic internal promotions.
At this point, you may well ask—What’s in it for ME????
Losing your best people to promotion may sound like diminishing returns for you as a busy manager! Believe it or not, it really IS in your best interest! If you become known as a developer of talent, you will always have your pick of the best talent in the organization. Remember: What goes around comes around! Do you want a longer list of benefits? Then check out this blog post:
Google’s Rules | The Boss Doctor
If you need help developing YOUR rising stars, or if you need help to develop your own potential for advancement, give us a call! We can provide the kind of resources and advice that will enable you and your team members to excel…and advance!
Until next time… Yours for better leaders and better organizations,
Dr. Jim Dyke – “The Boss Doctor” ™ helping you to BE a better boss and to HAVE a better boss!
