Top performers may not always be good leaders
The recession and the ensuing layoffs have created situations where there are less people to do more jobs and top performers are highly valued. So when a managerial position becomes vacant, these top performers are promoted to those posts sometimes without checking if they have the acumen and experience to perform the role. This is because the expectations from a top performer are high; the organisation presumes that if a person is good in his work, he should be able to in
spire top performance from his team as well.
This could be a serious faux pas because while the top performers may be doing an exceptional job, they might not have had the time or the inclination to pick up the managerial skills required to lead a team. While some may learn after the promotion, others might find their limitations affecting their efficiency. This not only affects their morale and productivity but also that of the team.
Instead of facing such repercussions, the management should first gauge the top performer’s skills and abilities for a managerial role. Once this assessment is done, the management can then decide if the individual can learn on the job, be given training or is better off as an individual contributor than as a manager.
The first thing is to assess if the top performer is inclined to focus less on his day-to-day responsibilities and participate more in a conceptual role. Some employees want to understand things to the last detail and supervise every bit of work their team does. A top performer who expects and instructs his team to work efficiently like him will be disappointed and also upset his team; micromanagement can exasperate good employees and even force them to leave. However, he can be tuned into strategic thinking with the help of a mentor or given training in these management skills.
Most top performers fail when it comes to sharing credit for a job done well, on the contrary it is important for a manager to share praise with his team and give them more and portray them positively. Similarly, he should deflect criticism and absorb any backlash rather than let his team face the music. He should absorb the maxim ’praise in public, criticise in private’. So checking the attitude of top performers is important before making them managers.
Managers should trust their team members and have confidence in their abilities. They should display empathy and be responsive to any problems the team might be facing. Another important skill for a manager is delegation. He should know how to delegate the right work to the right people. Added to this he should tell employees what work is assigned to them, why it is important and the deadline to finish the task. For this it is important to establish open two-way communication between the manager and his team. Good managers know the right ways to ensure if things are on track. They understand the importance of communicating despite the hectic workplace schedules.
While focusing on communication, top performers should be willing to help their team, provide guidance and share their knowledge. Teaching and mentoring is part of the job. This requires patience to answer doubts and queries repeatedly. Any arrogance will only dissuade the team to clarify doubts or voice their thoughts or challenge ideas.
Managers should also be willing to admit their mistakes and ready to apologise if they have offended the team members. This is important to gain the respect and confidence of the team. Conceit will only antagonise them. Top performers should also be inclined to learn from others because when they are promoted they have to learn things beyond their domain area. Rather than hide the fact that they do not know, they should make efforts to learn. This will help them function more efficiently.
If top performers rank on these parameters and are promoted, the organisation should give them enough time to adjust to their new roles. They should understand that the individual will not be able to devote as much time and effort to his previous tasks and will need time to get into the new role.
It is important that organisations make the right decision when promoting top performers because a wrong move could either demoralise them and even force them to leave. Similarly, as inefficient managers they could alienate the team. All this has an impact on the bottom line, so the management has to tread cautiously in this decision.
HEMA. G
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