Typically, an organisation appoints managers to lead its people, and get results that benefit the business, the team and the client. Managers’ responsibilities shouldn’t be taken lightly. Being a good employee does not always equate to being a good manager.
It’s important that an organisation communicates the responsibility and expectations of being a manager before appointing someone into the role. A candidate may find the promotion appealing, but they need to understand expectations.
The role of a manager
Generally, a manager is expected to oversee the day-to-day operational activities of a team. They are also expected to be an exemplary leader, coach, mentor, foster parent, counselor, confidant, mediator, coordinator, student, buffer, energiser, realist, team player, and a connector between the business and its people. A candidate’s journey as a manager could be unfulfilling and stagnant if they are not up to fulfilling these responsibilities.
An ill-equipped manager can encounter several stumbling blocks that set the tone for their career. In one instance, an organisation appoints an existing team member as the team’s new manager. The new manager now needs to transition from being a team member to a manager who is responsible for the team’s performance, development, and engagement. They need to have enough emotional intelligence to balance the interests of both the team and the business.
The role of the company
It’s important that the organisation upskills, coaches and mentors them in a way that allows them to lead effectively and deliver expected results. Some of the consequences of not doing this include costly inefficiencies, poor team dynamics, and a negative employer brand. Use the recommendations below to avoid the negative impact and plan effectively.
- Align and communicate your Business Strategy, Workforce Plan, Succession Plan, and Career Development Plans
- Select the right person for the role: Attract the right people to your organisation. Understand your people as individuals. Use credible tools and assessments to gain insights (skills; natural abilities; personal values; strengths; weaknesses)
- Create clear development plans and expectations: It is unreasonable to expect anyone to fulfil a role overnight.
- Communicate expectations clearly: Help your people understand the deliverables and behaviours that you expect from them in their roles
- Consider performance over an extended period: Has performance been consistent? Be careful of perspective bias
- Gain peer and client insights: Working relationships and support to others in the business is important
- Promote only deserving individuals: Steer clear of promoting undeserving or under-performing individuals. This has a negative impact on team morale and shifts the problem elsewhere in the organisation