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By Dave Willmer
Question: “Fortunately, our IT department will be expanding next year. However, I know I won’t have the ‘bandwidth’ to manage more employees. There are two staff members on my current team who I think could handle some management responsibilities. Do you have any advice for how I can prepare them for leadership roles -- quickly?”
It can be tempting to move talented employees up the ranks when there is an immediate need to fill higher-level roles or when you feel it is necessary to delegate management duties. Some professionals do have the ability to transition quickly into supervisory positions, but if you push staff members before they are ready, you risk damaging their confidence -- even derailing their careers.
It’s true that being singled out for leadership opportunities can increase the likelihood your best workers will remain with your company for the long term. And in a competitive field like IT, it is critical for employers to focus on keeping top talent motivated to excel. But even the most self-sufficient and ambitious professionals cannot be thrust into management roles and expected to “just figure things out” as they go along. Emerging leaders need grooming, which requires time and patience.
Confirm Your Assumptions
Before approaching your staff members about assuming leadership roles, be sure you have the right individuals in mind. A person may be good at what he or she does, but that does not necessarily mean the individual will be the best leader for your team. Often, a manager’s interpersonal skills are more important than technical ability. For example, you want to select someone who is enthusiastic about his or her work, can motivate others, makes thoughtful decisions and solves problems, and shares credit with the entire team.
Present the Opportunity
After identifying the employees you believe have management potential, your next step is to ensure they actually want to serve as supervisors. Despite the honor of being selected for advancement, some people prefer working “in the trenches” to being leaders. Therefore, take time to speak one-on-one with the employees you would like to groom to find out if they are interested in taking this step.
It also is important to present leadership development as an opportunity, not a mandate. Make it clear you will not be upset if an employee decides to not pursue the promotion. If your staff members do agree to accept the challenge, work with them to establish a solid plan for moving upward. Discuss skills building, goals and timelines, as well as what type of support the employees believe they will need to succeed.
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