Depending on who you listen to, as many as 4 out of 10 newly promoted managers fail in their jobs n the first 18 months, which is an appalling statistic, but why is this so?

People are promoted for what they know. But the mistake that is commonly made is that the best person in the team, (be that a salesperson, engineer, customer service rep etc) gets promoted to the role of manager. In one single move the organisation deprives itself of one of its best ‘producers’ and lowers the productivity of the team because suddenly they are led by an ineffective manager. The problem may be compounded as the individual concerned may regret having taken a management position in the first place and may decide to leave the organisation, leaving behind them a team of demoralised employees and a department in chaos

This happens because of the ‘halo’ effect. The organisation becomes blinkered – their highly performing employee can do no wrong and they forget to ask some basic questions before placing them in the role of a supervisor or manager. For example, it is key to ask (and answer!) he following:

  1. Is the person capable of fulfilling a managerial position?
  2. Are we as an organisation willing to do what it takes to equip that person
    for the job?

If you answer “no” to either of those questions, you’re asking for trouble.

The first question can be answered using an appropriate assessment and selection process. The potential manager can be ‘put through their paces’ using various techniques to determine if they have the innate capability and motivation to succeed as a manager.

However, just because someone has the potential doesn’t mean that they will succeed unless they are given the right support to learn the skills necessary to be an effective manager.

People placed in management roles must become: delegators, motivators, trainers, mediators, planners, listeners, organisers, problem-solvers, example-setters, budgeters, ambassadors, regulators, counselors, and more, all while remaining diligent workers.
With little-to-no training for these responsibilities, it’s next to impossible for new managers to succeed.

Therefore it is vital to put ongoing management training into place. This doesn’t mean a one-day class, nor for that matter, a one week programme. It means ongoing, intermittent management training with feedback and coaching that gives the newly appointed manager a way to learn, practice, and improve their efficiency and effectiveness as they progress.

But what about the cost? Some argue that if they pay for someone to become a better manager and then that person will simply leave. But ask yourself a different question – “what’s the cost of not investing in them – and having them stay?”