Ensure that your company’s newly promoted managers meet any challenges with flying colors.
Effective apartment company leaders identify promising talent within their organizations. Through talent management techniques and building bench strength, they make sure that those talented associates are ready to assume flashier titles (whether it’s Community Manager or Regional Vice President) and the increased responsibility that goes along with them. But how does one ensure that the newly promoted associate is not a flash in the pan?
The Institute for Corporate Productivity surveyed hundreds of employees in 2010 to determine how well their companies helped them make the switch to management. A whopping 76 percent rated their firm’s performance as fair or poor. Many companies on-board new team members but let newly promoted ones flounder. It’s not fair.
A terrific goal is to create an effective on-boarding program for recently promoted team members. Some key items to include would be:
- Pre-promotion prep where potential candidates could be exposed to observing and shadowing the various duties of their new roles, such as managing others, interviewing, involvement in the budget process or conducting a team huddle;
- Assignment of a peer mentor who will be available for support and feedback for six to eight months after the promotion; and
- Completion of compliance training, including a supervisor version of Prevention of Sexual Harassment.
With so much at stake for the company and the individual stepping into a new challenge, there’s a solid case for a substantial investment in effective
on-boarding. When newly promoted employees and their leaders understand how to set goals for learning, communicating and building relationships, the chances of a successful promotion rise considerably. An additional benefit is the goodwill created among employees who feel they are working for a company that is prepared to invest in making its people successful.
When this on-boarding ends and acclimation to the new position begins, beware the pitfalls that your newly promoted employee may encounter. Transforming from “one of the team” to “the one in charge” is not easy. The entire process can be fraught with uncertainty.
Take note of these potential pitfalls for newly promoted employees, and institute strategies to help them flourish in their new roles.
Stuck in the Old Routine. It is the job of the mentor to define what value really means in the new position so the newly promoted can “unlearn” what they already know. Sounds crazy? People hang on to their routines. This is not what the newly promoted should do. They should redefine their whole reason for existing in the organization.
Sell the promotion to the person. No one can surpass expectations that don’t exist. No one can add value that is not defined. And no one can become a superstar without being encouraged to change the system. Be a smart leader who encourages the newly promoted to shake it up.
Talk about the current situation. How do they feel about recent results? Don’t just ask them to make suggestions about what to improve, but force them to brainstorm and throw out original and unique ideas that challenge thoughts and styles. Have them visualize where they want to be one year from now in a big sense. Then identify the small steps that will get them there and agree on a timeline.
The Best Buddy Syndrome. Don’t let the newly promoted go overboard to earn the loyalty and goodwill of the people they supervise. Counsel new supervisors on what a healthy relationship between supervisor and associate looks like. Model professionalism, courtesy and respect with all of the company’s team members.
The Big Head. Some supervisors allow their new responsibilities to inflate their own sense of importance. Afraid to admit weakness, they feel that the new title and position entitle them to the respect of the team when, in fact, respect must be earned. Be on the lookout for the newly promoted who are on an ego trip, and stop it before they alienate their new direct reports.
Buried in Busywork. With new responsibilities to master, the newly promoted may forget that their most important responsibility is not to the paperwork; it’s to the people, including employees and customers. Let managers know they are expected to be responsive to their associates’ needs. This is a full-time initiative. There is no such thing as being trustworthy and dependable some of the time.
Grumpy and Grouchy. If new supervisors feel overwhelmed by their new responsibilities, their attitude may reflect it. A grumpy, crabby or negative disposition is a giant red flag that a newly promoted manager is in over his or her head. Worse yet, bad attitudes can be as contagious as the flu; it may not be long before the entire staff is similarly afflicted. Never shrug off negativity. Instead, dive in and get to the source of the problem. Expect enthusiasm in the workplace, and put systems in place that make it possible for employees to enjoy the work that they do every day.
Afraid to Soar. For associates whose wings have been clipped for years, a “fear of flying” can be very difficult to unlearn. It will take patient, enthusiastic encouragement from a mentor to change their ways. Let them know management has faith in their abilities. When they have the courage to step outside of their comfort zone and try something new, make a big deal about both their effort and the outcome. Create the opportunity to “stretch” and try new things, for their own professional growth and the good of their workplace.
The Leader Within. Leaders look for those candidates who exhibit a strong technical skill set accompanied by a true knowledge of how they add value and a confidence that they can produce significant results. Mentored well, these candidates will combine knowledge, passion, and true understanding of a business model to form an instinctive approach to decision making and leadership that fits their personality well.
Move the newly promoted to a place of leading from their comfort zone. Encourage them to inspire their direct reports with the passion that brought them to their newfound position of leadership. Assist them in finding a true balance between their professional and personal “self” to sustain long-term productivity and avoid burnout.
Finally, incentivize continued learning and education. The world is changing too quickly to have leaders who stop learning.
Patty Morgan-Seager is President of Seager Marketing. She can be reached at 614/325-9770 or pattymorgan@seagermarketing.com. Kara Rice is Chief Information Officer for Grace Hill. She can be reached at 561/368-4006 or krice@gracehill.com. Steve Matre is Director of Education and National Marketing Initiatives for Banner Property Management, an owner and manager of 6,000 apartment homes in the Midwest. He can be reached at 847/656-5101 or steve.matre@bannerapartments.com.