Welcome to the Other Side: Recent Promotion to Management
Anthony, at 30, was promoted to Director of Finance. He had been chosen because he had the ability to fill the role and his level of thinking and values matched what was needed for success in the position. Prior to the promotion, he had served as a team leader of purchasing.
6 months later, after several of his staff had approached the VP of Finance with their concerns, I was brought in to help Anthony meet these challenges:
- Anthony was showing favoritism to his friends, with whom he used to work and now was managing
- He was doing too much of the work that could be delegated
- He was not creating plans to accomplish goals assigned to him by the Vice President of Finance
- He was not adding any ideas to discussions during management meetings
When I initially met with Anthony, we created three main areas of focus and development. These areas were approved by his manager.
Treating employees fairly and enhancing the personal accountability of each subordinate.
Creating action plans, including proper delegation of tasks to staff in line with their accountabilities and capabilities.
Building Anthony’s confidence in sharing ideas and perspectives during the management meetings.
Anthony and I spent 4 months in a coaching relationship. The specific intervention included:
360 degree Feedback
- Interviews of Anthony’s managers, and subordinates were conducted on a monthly basis to identify and track areas of strength and areas of needed change.
- During these interviews specific questions as to Anthony’s fair treatment and accountability of subordinates, his planning and explanation of plans, how work was delegated to staff and areas of strength for Anthony were measured.
- The feedback was summarized and given to Anthony and his manager.
1 on 1 Coaching
- Coaching was designed to increase Anthony’s skill and confidence in sharing his thinking with the management team.
- A key area of development was improving Anthony’s ability to engage in civil and supportive discourse with other managers when he was not necessarily in agreement with them.
- He was also coached in how to develop and present current and future plans for the business unit.
Specific Exponent Leadership Process content sections were used:
- Goal Setting and Time Span
- Planning and Creating a Future
- Coaching Performance
- Coaching Underperformance
- Managerial Authority – Time Span and Accountability
Each content section required that Anthony complete a field assignment, and then develop a short report describing what had happened, what he had learned and how he would apply his learning in the future. We discussed the strengths and solutions that worked.
I observed Anthony while involved in management meetings and meetings with his staff, and provided feedback and support to both Anthony and his staff. Prior to and following each meeting time was spent preparing and reflecting on what was successful and where he could improve.
During the 4 months, reports were sent to Anthony’s manager. At the end of the assignment:
Staff perceived his treatment of then as fair and equitable according to their accountabilities. Specifically, NO ONE saw or mentioned any reoccurrence of favoritism.
Anthony created plans, and appropriately delegated large portions of them. Staff members felt a welcome relief and reported that Anthony was now taking the time to coach them, explaining clearly and distinctly their results on work assignments. Other managers reported an increase in Anthony’s professionalism and preparedness for the management meetings. Anthony was able to clearly state his ideas and engage in civil discourse about possible solutions to business unit issues. Anthony had more time to both complete his work and improve his department, creating an increase in employee satisfaction and retention.
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michael cardus is create-learning
image by palm z