When looking at filling first/middle level leadership positions, the vast majority of organizations commendably prefer to promote from within. Unfortunately, with few exceptions, the vast majority of organizations suffer from the Harry Potter Syndrome of leadership development.
The day of promotion
Congratulations, the position is filled. It may be a big announcement or a simple handshake in your new superior's office. But at some point, you get wacked over the head with a something like Harry Potter's magic wand and poof, YOU ARE NOW A MANAGER. You will start the following Monday and thanks to the abracadabra of the magic wand, you will now BE A MANAGER.
But nobody knows the batteries died a long time ago
Oops, but that same magic wand that was suppose to instantaneously give you all the skills you need to be an effective manager has dead batteries in it. It actually hasn't worked for a long time, if at all. So there you are, Monday morning, in your new office, phone is ringing, people are screaming and your new boss is telling you that you need to get to your first of umpteen meetings for the day and you didn't become magically transformed into supermanager. Ahem. How embarrassing. So you quietly take a sheet of paper, title it to-do list, and make your first entry...one case of Pepto-Bismol, priority urgent. Welcome to your first day in your new position.
So how does a manager become a manager?
There are two methods that have been used through the ages. The first is imitation. You had a boss that you liked, and so you now attempt to do it the way she did. This may or may not work with who you are and that leads us to the second method. If you are a sincere, reflective new manager, that second method is trial and error, where you try something out, make mistakes and learn from them. If you are not, or like most people, just don't have the time to be able to observe and reflect on your managerial actions, the second method is called trial and error and error and error and so on. The consequences for the organization starts out as a ripple, and like an approaching hurricane with the ripples turning into waves and wind building to a furious onslaught until the damage done increases to such a degree it becomes difficult to repair.
To improve the results at the end, you have to start at the beginning
Each organization that wishes to promote and create a leader, needs to fully support and develop that leader, so that they can become the productive manager you need them to be. Provide a systemic developmental process which acknowledges that a truly effective manager produces increased value, production and results at every level of contact, as well as reduce those Pepto-Bismol costs. The investment in developing a manager to be a positive asset for the organization provides one of the strongest ROI's for any business. And don't forget to take that magic wand and put it away. Far, far away.
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