How can organisations handle a situation when a former top performer struggles in their new managerial role (post-promotion)? (This is for hrbrainpickings.com research)

@Janhavi it is organisation’s responsibility to train the person for the new role he/she plays.. in the past the individual might have a played IC (Individual contributor) role or part of a team, people management skills are different and needs training

@Janhavi Very subjective, personality-related, and organisational question 👀 If there is any specific questionnaire to answer and from the responses you can collate and extract what you want, that would be the easy step.

@Janhavi - 1. If it is a team management role, put him through “first-time manager program”. Can hire a L&D consultant for training if you have identified more such new managers. This can be done in-house too. There is a lot of short-term courses and free video content available too. 2. He should shadow his manager at least for a quarter, eventually take over the role. 3. His manager and skip level manager should contribute to support in breaking down his KRA to smaller tasks and ensure he learns and does them. 4. His manager or skip should have an open conversations with the team members to be supportive as much.

Ah no questionnaire, was a question I was trying to research on and see how different organisations and individuals deal with it https://theshapeofwork.slack.com/archives/C02UCLJ8J5A/p1676287952655379?thread_ts=1676286870.329069&channel=C02UCLJ8J5A&message_ts=1676287952.655379

Something I learned - A promotion should not come with a default provision of becoming a manager. More often than not, becoming a manager is a responsibility enhancement. However, we're all conditioned to believe that becoming a manager is a promotion (..which isn't always wrong). A few ways that we've experimented with in such scenario - a) Identify gap areas and provide necessary coaching to this member b) Understand from them if they're even comfortable taking a managerial role c) Like Vijay mentioned above it is also very personality-related. So, we've even had cases where we moved the manager back to an IC role. The manager and IC career path should be created in parallel keeping in mind the talent's interest and competence.

We moved the manager back to an IC role - Have seen this for multiple times. People management and mentoring are everyday practices for leadership. External training is just an external supporting element that works at a maximum of 20% . I can share some interesting stories about different personalities; we tried to make them managers but failed, and some ICs have become managers naturally, and senior folks have become reportees to people who joined later.

@Vijay @Shivani Pande this sounds interesting and would want to know more. However, I just got done with this article. Let’s connect for our next issue of hrbrainpickings.com. Let me drop you a dm if you’re open to it 🙌🏻

Sure @Janhavi Happy to participate

Sure thing, @Janhavi!