Where succession planning fails

I often work to organize a professional who has chosen a technical role to guide. When I use the term "technical", a functional expert means in the widest sense, whether in the field of technology, accounting, legal, sales or other special roles. The General Director's call usually takes place after the event started when things started badly.

So why are so many companies promoting people leading roles that are unprepared for running a team? Is not there a formal success plan? Not at all. The individual can be separated from the promotion because good, logical reasons appear on the surface. It has received regular performance appraisals, dormitories' feedback is positive in their work and regularly meets or exceeds their KPIs. All good reasons for the well-deserved promotion, we might think.

It seems logical to support a specialist who is an expert in their own field of expertise to lead a functional team. It is certain that a team with advanced expertise can only benefit from the wisdom and experience. The team finds it fortunate that the boss of someone whose technical abilities are appreciated, is it?

Promotions by technical experts can often result in demotivated teams, lower performance, inter-team conflicts and inter-departmental tensions without proper preparation for leadership challenges. The reason is simple, the individual did not recognize or taught the difference between functional excellence and leadership. Functional excellence is usually proven by hard facts and data, for example. First-time IT network, accurate and accurate invoices, tight control or access to sales targets. Leadership excellence is measured in the same way, but an individual who has been used to achieve results through his own skills and abilities suddenly reaches an unpredictable and sometimes moving medium, ie, other people.

Typical things that are bad when a functional expert in leadership position is not prepared:

Delegation: Functional experts are in great trouble delegating tasks that they feel better about. They can delegate it, but then they can disturb their team members, constantly grasping the delegated task and criticizing the team's efforts. If you do not ignore this pattern, team members do not waste time doing everything they know when the boss eventually does. In addition, it suppresses team development and creativity.

Strategic vision: Functional experts often do not see the big picture. They sent their careers to one aspect of the business and did not expect the problem and did not encourage them to think about the wider vision and purpose of the organization. Even worse, as they continue to focus on the technical aspects of their territory, they are not able to communicate effectively the organization's vision and ambitions. If the team can not see where to go or why, how can we expect them to commit themselves to the road?

System thinking: Because they do not consider the bigger picture, and rather they look at the role of their team and their teams, they often do not perceive the impact of decisions and communication on other classes. Decisions and actions sometimes focus inward on their own team and the protection of their functional area. This could exacerbate inter-departmental conflicts and be a factor in energy supply in political struggles.

Communication: In most management coaching tasks communication skills, both oral and written, are often areas that need attention. For a functional expert, especially if deeply used in the technical field to better handle numbers and data, the problem may be much more pronounced. The themes depend on the communication style, sometimes sudden and just enough to transmit essential facts and data to a complete EQ error. Some people just do not recognize that they need to be in contact with the team and other organizational units and still do not recognize that the team's morale and motivation are their responsibility.

So how can organizations become trapped in unsuccessful leader promotions? First, recognize that a technical expert does not need to be a good leader. Secondly, if a series plan is in place, we begin to measure the great potential of driving ability rather than purely functional expertise and results. Analysis of the training needs needs to be done well before the promotion to prepare the individual for leadership responsibility. Such training is likely to involve soft skills and self-conscious practices, such as an MBTI assessment, accompanied by professional coaching. But most of all, the most likely leader is a change of mind that focuses on details and data, focuses on the team, on development and above all on motivation. Once this is done, positive results will come.

Source by sbobet

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