Meet Joan. Every business, if they are lucky, has at least one person like Joan.

She is the steady, reliable expert.

She delivers.

She solves problems.

She is unfailingly positive.

Naturally, she is a prime candidate for promotion. After all, isn’t past performance a reliable indicator of the future?

If only it were that simple.

While mastery of one role can be an indicator, past performance may not translate into similar results when the requirements of the job change.

And that can lead to disappointment for everyone.

Being a successful leader requires a different set of skills. While technical or functional abilities may help, relying upon those won’t start your new manager on the road to success.

So what do you do? Here are a few recommendations on promoting a new manager from within.

 

Talk openly about the reality of the new job.

Being considered for a promotion can be flattering. The new challenge can be exciting. The opportunity for development can be intriguing and the raise can be tempting.

However, to take the new work on, what work must be given up?  Is he prepared to let this work go and let others do it?

Is your candidate ready to do less of the hands-on work?

Is she prepared to spend more time coordinating, planning, and most of all, coaching – work that managers must do effectively to be successful?

When done well, being a manager is both challenging and noble work. Effective leadership stretches comfort zones.

Is your candidate truly ready to take on the challenge?

 

Objectively assess your candidates’ relating skills

One skill set that sets excellent managers apart is their ability to relate to team members. Relating skills are demonstrated in many ways such as showing that one cares about others on the team, listens well, includes and encourages others, celebrates success, and refrains from unprofessional behaviour, such as gossip.

Consider the extent to which your candidates show these skills already.

For example, how does this person support his peers?

How effectively does this individual engage stakeholders in your team’s work?

What is the candidate’s behaviour in meetings when others have a dissenting point of view?

If you feel vaguely uncomfortable after asking these questions, then pause and consider that it might be time to rethink the inclination to promote your high performer.

 

Support the transition

Once you have made your decision, know that your job is not done yet. In fact, it’s really just getting started. To enable success, support your selected candidate with a targeted, documented transition plan. While formal training and learning can be part of this development plan, emphasize the day-to-day opportunities for learning.

This, along with your ability to effectively coach her through the new situations she is facing, will increases her chances of success, build confidence and shorten the adjustment time.

Remember, the selection of managers is a business decision that has far-reaching impact.  According to Gallup’s “The State of the American Manager“, managers account for at least 70% of the variance in employee engagement scores. When employees are engaged, companies win. Customers win. Don’t take these decisions lightly.