Amid the heaviest job-cutting in nearly a decade, no business remains unscathed. From a mom-and-pop retail shop and small-business owner to a global conglomerate, companies and organizations must rapidly reassess their remaining talent and quickly move professionals into new, clearly defined roles.
But what sometimes happens, especially in small companies, is that employees who are chosen to move up into new positions are often not quite ready for prime time. Indeed, many new managers are chosen — often despite lacking the necessary skills to be a good manager — because they are reliable and dependable. “A strong doer may be a reluctant delegator,” which is a necessary managerial skill, says Rabia de Lande Long, an executive coach and management consultant with Chartwell Advisors, Inc.
To ease that transition, you must “have programs, processes and scaffolding in place to make sure that a new manager is not overwhelmed with his or her new responsibilities,” says Dr. Robert Satterwhite, a managing director for APT, Inc., a human resources consulting firm. To do without such a strategy can be costly. Satterwhite estimates that failure to invest in proper managerial training and development up front can cost a company 150 percent of that manager's salary (in recruiting, hiring, reduced customer service), plus six to nine months to get the company back on track.
But what sometimes happens, especially in small companies, is that employees who are chosen to move up into new positions are often not quite ready for prime time. Indeed, many new managers are chosen — often despite lacking the necessary skills to be a good manager — because they are reliable and dependable. “A strong doer may be a reluctant delegator,” which is a necessary managerial skill, says Rabia de Lande Long, an executive coach and management consultant with Chartwell Advisors, Inc.
To ease that transition, you must “have programs, processes and scaffolding in place to make sure that a new manager is not overwhelmed with his or her new responsibilities,” says Dr. Robert Satterwhite, a managing director for APT, Inc., a human resources consulting firm. To do without such a strategy can be costly. Satterwhite estimates that failure to invest in proper managerial training and development up front can cost a company 150 percent of that manager's salary (in recruiting, hiring, reduced customer service), plus six to nine months to get the company back on track.
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