We treat promotions the same way we treat new hires, and it’s a problem

Promotions should be treated the same way we treat new hires. And, the problem is that we treat promotions the same way we treat new hires. “What?” I hear you asking. Let me explain. If you are an airport – Just because you have a great operations person doesn’t mean you automatically have a great operations manager. If you are a consultant – Just because you have a great planner, doesn’t mean you have a great Project Manager. The reason? The jobs are fundamentally different. One is about product with a liberal sprinkle of people. One is about people with a liberal sprinkle of product. The mistake we make with promotions is the same mistake we make with new hires. We make the offer, the offer is accepted, and then we throw them into the furnace. “Call if you need something?” Ok, it’s not quite that bad… The solution? Don’t do that. *Just kidding* The solution is to change how we onboard and how we promote. In this sense “change” means dedicating more time and thought to the transition. It means mapping out and writing down how the transition will unfold. These events are big for the transitionee, and they need a helpful transition if we want success.

by Jonathan Wilson

Jonathan is the Head Coach at Sandcastle Company, a Seattle-based leadership training organization. His first book, Future Leader: Rebooting Leadership to Win the Millennial and Tech Future [link], is now available. Jonathan regularly writes and speaks about The New Leader Way, leadership resilience, and the future of work. He has years of leadership experience in both the public and private sectors, a master's degree from Seattle University, and professional coach training from the University of Miami.

Filed under: Leadership

Published on March 21, 2019

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