You have a great engineer, or executive. For the sake of this entry, let's stick to the executive. It is a young man (sorry ladies), aspiring, enthusiastic, motivated or engaged and happy. Whatever his boss gives to him is promptly dealt with, he doesn't miss a deadline and, simply speaking, it is fun to have the guy around.
Now, it is time for the promotion and the guy gets it. Yes, he has been long enough with the company and surely deserves the promotion. Especially since teamwork is required and he surely is "beloved" by his colleagues.
He leaves the company 12 months later, devasted that a promising career came to an end. The employer doesn't know what went wrong, but over the last 12 months since the promotion, more and more complaints came in about the guy. It simply didn't work anymore.
He meddled around in the work of his employees, micro-managed them, and, simultaneously wasn't able to get his own work done. A couple of projects went totally astray, clients complained about his work - simply speaking, his promotion did not turn out the way it was forecased.
He falls victim to the Peter's Principle. Who hasn't heard of the sentence that in a promotion, you lose a great engineer and win a bad manager?
The Peter Principle states that "it may be simply that the position is different from the position in which the employee previously excelled, and thus requires different skills, which the employee may not possess."
This means a promoted employee is doing what he knows best - instead of doing his new job, which requires new skills and a new mindset, he is "bothering" the employee who is now doing his former job. He hasn't received the new mindset to cope with new challenges - no one coached him. He does what he feels competent to do. The other employees, of course, are unhappy - and might even start to meddle in other people's work as well. Do you see the cycle?
Employees need to change their mindset to move on, to develop capabilities and new behaviours. There is a different air that you breathe, once you climb the career ladder. You can even say that there is the requirement for a different mindset once your company start growing. A different kind of management is required when you manage a small department vis-a-vis a larger department, 5 employees in a company vis-a-vis 10 or 15 or 50 employees, a small company growing to a big company, revenues of US1 million to revenues of US10 million and so on.
This is the fun part of business coaching. Business coaching, amongst others, helps company leaders to develop the mindset of their employees. You coach employees to develop their mindset and to avoid the Peter Principle.
I would be interested to hear your story. Or, if you need a personal coach or a business coach, just send me an email.
(NLP in Asia)
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neuro linguistic programming
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business coaching
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Suggested free e-books to read:
Andy Hargreaves - The Seven Principles Of Sustainable LeadershipMarsh - The Ten Pleasures Of Marriage
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