I have a superstar member of the team who I want to promote to management level. While he's top of his game now, I want to ensure his new role also plays to his strengths. What's the best way to manage this transition? WL, Dubai
The transition up the organisational hierarchy can be an extremely complex thing to navigate, as each stage provides its own unique and novel challenges. I have come across many who progress too fast up the career ladder and then stall at a particular level or dramatically descend in the nasty game of organisational snakes and ladders.
One of the toughest transitions for both an individual and their boss is the step up from “star performer” to a managerial role, where they are responsible for employees with different needs and varying levels of performance and motivation. Your superstar is likely to have all the key ingredients to be a successful employee. They are likely to be confident and competent, have the right work ethic and attitude, and are able to build good relationships with others. They also probably have a proven track record of results and a strong brand within the business. However, the question is: can he successfully step up?
Each level up in an organisation is increasingly more complex and has a different focus of attention. As an individual contributor, we can selfishly rely on our own performance to get us through. But as a manager responsible for leading a team, which is not always in our control, we have to spend a lot of time on the sidelines; coaching, developing and inspiring others. There is a management book titled What Got You Here Won’t Get You There. The transition from top performer to effective manager requires a different set of skills and it takes both time and a shift in mindset to adjust.
Making him aware of this shift is the first thing you can do to support the move. You have probably made this step up yourself and have realised that there are things you can hold on to, but more importantly also things you may need to let go of. Think back to your own experience and identify any traps you fell into and what he may need to watch out for.
Additionally, ensure the role plays to some of his existing strengths, especially during the early days. Research shows that when individuals can identify their strengths and use them across several areas of their place of work, they are a lot happier and content. Identify which strengths in his current role you wish him to hold on to and use those as the catalyst for his transition. Give him the opportunity to feel engaged, utilised and confident in certain areas, as in the new role he will feel stretched, challenged and uncomfortable in others.
In my coaching experience I have worked with a number of star performers going through the process of stepping up. They felt enlightened when they realised the standards of performance they set for themselves was actually creating unnecessary pressure in their team and a different style was required to engage others. Similarly, your role is to coach him through this transition, exploring how he can play to his strengths while simultaneously developing new skills and capabilities as required. It is actually a great opportunity to develop you as the mentor guiding the transition and making sure things do not derail off the tracks.
Doctor’s prescription:
The transition from being a lone star to being an effective manager is one of the most career-critical transitions. Those unable to will stall or derail their career and bring others down with them. You as his mentor should guide him on what existing strengths will be useful, what is holding him back and what new qualities he will need in this new role.
Alex Davda is a business psychologist and client director at Ashridge Executive Education, Hult International Business School, and is based in the Middle East. Email him at business@thenational.ae for advice on any work issues
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