Over the past few months, I’ve written a number of articles that examined from different vantage points the importance of leaders providing support and guidance for those under their care.
Judging from the response these pieces received, it’s clear that these ideas and insights certainly resonated with my readers. And yet, the truth is that when it comes to discussions about providing support to members of our organization, there is one subset that unfortunately gets overlooked in these conversations. The group I’m referring to are those employees who’ve recently been promoted into leadership roles.
To understand the unique challenges they face, we must first consider the process by which many newly-minted leaders are selected for taking on these new roles.
In most cases, being offered a leadership role is treated as a promotion – either to reward an employee’s past achievements, or to ensure their talents and skills are retained within the organization. Consequently, organizations end up with people in leadership positions who don’t have the proper skills and mindset to successfully lead others.
Indeed, a recent study by Gallup found that 82% of current managers lack the skills and aptitude to be an effective leader, skills like being able to “motivate every single employee to take action”, creating a “culture of clear accountability”, building relationships with those they lead, and making decisions based on what’s best for the team and organization as opposed to just for themselves.
In other cases, the promotion of employees to new leadership roles is hastily done in response to the growing number of vacancies in leadership positions. For example, one study found that only 36% of surveyed companies were prepared to immediately fill vacancies in their leadership roles.
One of the more obvious issues these findings reveal is that many organizations are moving people into leadership roles too quickly, in that they lack sufficient leadership training and development to ensure they succeed in this new role.
Or even worse, they give leadership roles to people who don’t have what it takes to effectively lead others; that while they might be technically proficient, they don’t have knowledge, insights or skills necessary to take on the responsibility to lead others.
But the other issue these approaches to leadership promotion creates is that it Click here to continue reading »”Are You Supporting Your Organization’s New Leaders To Succeed?”