Would you get into a car with someone who hadn’t passed a driving test and just expect them to drive for the first time? Of course not! We all need a driving instructor. And as senior leaders we need to do the same when we promote people internally to management roles: make sure they’ve got someone alongside them.
So why do organisations promote people without any ongoing support?
We invest significant time and resources into identifying and nurturing top talent. Yet when it comes to promoting individuals into management roles, we often assume they’ll figure it out on their own. This approach can have far-reaching consequences not only for the individual but also for the entire team and the organisation as a whole.
Promoting individuals into management roles without providing them with the necessary support can stem from various reasons, some of which include:
Assuming Technical Competence Translates to Leadership:
One common misconception is assuming that high-performing employees in their current roles will naturally excel as managers. While they may be proficient in their technical skills, managing a team requires a different set of abilities, such as communication, decision-making, and emotional intelligence. The assumption that technical competence automatically translates to leadership capability can lead to neglecting the need for additional support.
Cost and Resource Constraints:
Organisations may prioritise short-term financial goals over long-term leadership development. Leadership coaching and training programs can be seen as additional expenses, and when budgets are tight, investing in such initiatives might be deprioritised. However, this mindset overlooks the potential long-term benefits of developing effective managers who can positively impact the organisation’s bottom line.
Time Pressures:
In fast-paced environments, organisations may be eager to fill management positions quickly, especially during periods of growth or restructuring. The urgency to have someone assume the role might lead to overlooking the importance of providing adequate support to new managers.
Lack of Awareness or Understanding:
Some organisations may simply not fully grasp the significance of leadership coaching or be unaware of its potential benefits. They might view it as an optional perk rather than a crucial developmental tool for their new managers.
Fear of Micromanagement:
On the other end of the spectrum, some leaders may be hesitant to provide too much guidance to new managers, fearing it will stifle creativity and autonomy. While micromanaging is indeed counterproductive, a lack of support altogether can leave new managers feeling lost and demotivated.
Traditional Hierarchical Culture:
In organisations with deeply ingrained hierarchical structures, the idea of coaching and mentorship for managers might not align with the traditional top-down approach to management. In such cases, there might be resistance to adopting a more collaborative and supportive leadership style.
Overemphasis on Individualism:
In competitive work environments, individual achievements are often celebrated and rewarded. However, this focus on individual success might overshadow the importance of building strong leadership teams and supporting new managers in their roles.
Leadership Development Gap:
If the organisation lacks a well-defined leadership development program or doesn’t prioritise ongoing learning and growth for managers, the default approach might be to promote individuals without providing the necessary support.
Recognising Effective Leadership as a Skill
While there can be several reasons for the lack of support given to individuals newly promoted into management roles, it’s crucial for organisations to recognise that effective leadership is a skill that can be cultivated with the right guidance and resources.
As new managers step into their roles, they face a host of unique challenges and responsibilities. They must navigate the transition from being an individual contributor to leading a team, juggling their own tasks with the need to mentor and guide others. This shift can be overwhelming, and without the right guidance, even the most promising talent can stumble.
Enter leadership coaching. Some may consider it just a nicety, but when it not only benefits individual managers but also contributes to the overall success and growth of the organisation, it becomes a necessity – an invaluable resource that provides new managers with the support and tools they need to thrive in their new positions.
How leadership coaching can empower new managers and benefit the organisation
Faster Adaptation:
Leadership coaching accelerates the learning curve for new managers. By having an experienced mentor by their side, they can quickly understand the nuances of their role, the team dynamics, and the organisational culture.
Enhanced Communication Skills:
A significant aspect of leadership is effective communication. Coaches can help new managers develop their communication skills, enabling them to articulate their vision clearly, provide constructive feedback, and build stronger relationships with their team members.
Confidence Boost:
Stepping into a management role can be daunting, and self-doubt may creep in. A coach can provide the necessary encouragement, helping new managers recognise their strengths and build confidence in their decision-making abilities.
Building Stronger Teams:
A well-supported manager is more likely to create a positive and productive team environment. Leadership coaching equips new managers with the tools to foster teamwork, resolve conflicts, and nurture the professional growth of their team members.
Retaining Top Talent:
Employees are more likely to stay with an organisation that invests in their professional development. Leadership coaching demonstrates that the company values its employees and is committed to their success, reducing turnover rates.
Driving Organisational Success:
Effective leadership at all levels is a key driver of an organisation’s success. By providing ongoing coaching to new managers, organisations create a pipeline of capable leaders who can navigate challenges, drive innovation, and steer the company toward its goals.
Conclusion
Leadership coaching is not an added expense; it’s an investment that yields substantial returns. As organisations, we must recognise that promoting someone to a management role without support is a disservice to both the individual and the company. Let’s proactively embrace leadership coaching as an integral part of our talent development strategy and empower our new managers to excel.