The transition into a managerial role marks a pivotal moment in one’s career journey. As a new manager steps into their role, they are faced with the critical task of evaluating and potentially reshaping their management team. My experience has indicated this as being one of the biggest initial challenges facing a person in this role.
The decision of how long to give members of the management team to prove themselves or be replaced is a delicate balance that requires careful consideration. Whether the new leading manager decides to retain or replace a team member carries significant implications for several things. These include the overall team dynamics, organizational culture, and ultimately, the achievement of strategic goals.
There are several multifaceted factors that new managers should consider when making this critical decision, highlighting the importance of a thorough assessment approach. The key ones include the following:
Adaptation Period The expectations of the new manager must be realistic. They must allow sufficient time for team members to acclimate to the new leadership and the operational changes.
New Manager … New Owner = added challenges Beware! Sometimes the new manager comes from a new owner company that has taken over the business. In this situation the changes are likely to be greater and more varied given the new processes and systems that can accompany this change. This has the real potential of increasing resistance from a team that was very used to and comfortable with the way things were. Although understanding this on the part of the new manager is of value, it will not minimize the need for changes that will be made. It will not lessen the requirement of the team members to accept and transition to these needed changes.
Establishing Expectations: Clear communication of expectations is fundamental in setting the stage for managerial evaluation. New managers must articulate their vision, goals, and performance standards to the management team from the outset. By establishing a shared understanding of expectations, managers provide clarity on what success looks like and enable team members to align their efforts accordingly.
Identify for the team the areas of change that are to be anticipated and expected:
By identifying areas and types of change forthcoming, the manager addresses head-on the things that others worry about. Thus, and although it means they will have to learn new ways and meet new expectations, it allows them to begin their own process to accept them.
Leadership Skills: These encompass a range of competencies, including communication, decision-making, conflict resolution, and strategic thinking. New managers should evaluate management team members’ ability to inspire, motivate, and guide their teams toward goal attainment.Potential for Growth: Assessing management team members’ potential and desire for growth is essential for talent management and succession planning. New managers should identify individuals with the capacity and desire to take on expanded roles and responsibilities within the organization.
Alignment with Organizational Values: Cultural fit is essential for fostering a cohesive and harmonious work environment. Individuals who embrace and exemplify organizational values contribute to a positive culture. Those who deviate may undermine cultural cohesion and negatively impact collaboration.
Adaptability and Learning Responsiveness: Adaptability and learning responsiveness are needed qualities for managerial success. Individuals who demonstrate adaptability do well in changing environments, driving flexibility in their reports and growth.
Interpersonal Dynamics: Effective teamwork relies on strong interpersonal relationships characterized by trust, respect, and collaboration. New managers should assess management team members’ people skills, including their ability to communicate effectively, resolve conflicts constructively, and foster a supportive team culture.
Feedback and Performance Improvement: Open and constructive feedback is instrumental in facilitating performance improvement and
professional development. New managers should provide regular feedback to management team members, addressing strengths, areas for improvement, and development opportunities. Individuals who demonstrate receptivity to feedback and a willingness to grow are more likely to succeed and contribute positively to the organization.
Impact on Team Morale and Dynamics: The influence of management team members on team morale and dynamics cannot be overstated. New managers should consider how retaining or replacing a team member may affect over overall team morale, cohesion, and productivity.
Flexibility: This is last on the list for a good reason. While setting a time limit for evaluation is necessary, managers must remain flexible and adaptive to evolving circumstances. Unforeseen challenges, changes in organizational priorities, or individual growth trajectories may necessitate adjustments to the assessment timeline.
Conclusion:
Balancing the need for empowerment with the crucial need for accountability is vital for managerial success. Managers must exercise judgment, fairness, and empathy in their assessment approach all team morale, cohesion, and productivity. The time allotted for assessing and empowering management teams is a complex interplay of factors requiring careful consideration. By establishing clear expectations, leveraging observation, and incorporating feedback, new managers can navigate this process with confidence and effectiveness.
Coincidentally, I came across an article in Forbes online site written by George Bradt as an expert on Transition acceleration. He sums up the traits that indicate a management team member is not suited for one’s team. Three things. The person won’t fit, doesn’t deliver and can’t adjust. Seems like a rather bottom-line summation of the replacement decision. Using the focus areas indicated above are bound to help reach the important keep or replace decision. Mike Dorman
In the realm of organizational dynamics, striking a balance between valuing employees and pursuing maximum achievement stands as a perpetual challenge for leaders. For any organization, these two objectives are worth exploration and consideration. This blog is devoted to examining the implications, strategies, and outcomes associated with achieving harmony between two elements.
On one hand, prioritizing employee well-being, growth, and satisfaction is crucial for fostering a positive work environment and sustaining long-term success. On the other hand, organizations are driven by a relentless pursuit of excellence, often measured in terms of productivity, efficiency, and profitability. Often striking the needed balance is a challenge as these components are seen by some as hardly compatible.
Valuing Employees
At the core of this balancing act lies the recognition that employees are the most valuable asset of any organization. They embody its vision, values, and aspirations, driving innovation, productivity, and growth. Therefore, valuing employees means creating an environment where their contributions are recognized, their voices are heard, and their well-being is prioritized.
Valuing employees entails recognizing their value. Effective leaders understand that motivated, engaged employees are the backbone of organizational success. By demonstrating genuine concern for their team members, leaders cultivate a positive work environment built on trust, collaboration, and mutual respect. Leaders who cultivate a culture of respect, trust, and support inspire loyalty, commitment, and engagement among their team members, Thus, they lay the groundwork for sustained achievement.
Respect is foundational to valuing employees. Leaders who treat their team members with dignity, regardless of their position or role, foster a sense of belonging and create a culture where everyone’s contributions are valued. This respect extends to listening to employees’ voices, considering their opinions, and embracing diversity of thought and experience.
Valuing employees involves prioritizing their well-being. Leaders recognize that sustainable performance cannot be achieved at the expense of physical or mental health. Therefore, they invest in initiatives that promote work-life balance, offer support for personal and professional development, and create a supportive infrastructure to address employee needs.
Valuing employees includes providing opportunities for growth and advancement. Effective leaders understand that employees are more engaged and committed when they see a path for career development within the organization. By offering training programs, mentorship opportunities, and clear pathways for advancement, leaders empower their employees to reach their full potential.
Pursuing Maximum Achievement
While valuing employees is crucial, organizations also strive for maximum achievement to remain competitive and achieve their strategic objectives. This pursuit of excellence requires setting ambitious goals, fostering a culture of accountability and performance, and continuously seeking opportunities for innovation and improvement.
Setting ambitious goals is essential for driving maximum achievement. Leaders who challenge their teams to reach higher and push the boundaries of what is possible inspire a culture of excellence and continuous improvement. However, it’s essential to strike a balance between ambitious goals and realistic expectations to avoid overwhelming employees and causing burnout.
Fostering a culture of accountability and performance is another key aspect of pursuing maximumachievement. Leaders must set clear expectations, provide regular feedback, and hold employees accountable for their performance. By creating a culture where excellence is celebrated and mediocrity is not tolerated, leaders motivate their teams to strive for greatness.
Pursuing maximum achievement requires a commitment to innovation and continuous improvement. Leaders must encourage experimentation, embrace failure as a learning opportunity, and create a culture where new and innovative ideas are welcomed and supported. By fostering a culture of innovation, organizations can stay ahead of the curve and adapt to changing market dynamics.
Striking the Balance
Striking the balance between valuing employees and pursuing maximum achievement requires thoughtful leadership and a commitment to aligning organizational goals with employee needs and aspirations. While these two imperatives may sometimes seem at odds, they are, in fact, mutually reinforcing when approached strategically.
One strategy for striking this balance is to involve employees in goal-setting and decision-making processes. By soliciting input from their team members, leaders can ensure that organizational goals are aligned with employee interests and aspirations, fostering a sense of ownership and commitment.
Additionally, leaders can promote a culture of flexibility and adaptability to accommodate the diverse needs and preferences of their employees. Whether it’s offering flexible work arrangements, remote work options, or personalized development opportunities, leaders can create a supportive environment where employees feel valued and empowered to perform at their best.
Leaders can foster a culture of recognition and appreciation to celebrate both individual andcollective achievements. By acknowledging the contributions of their team members, leaders reinforce a sense of value and belonging, motivating employees to continue striving for excellence.
Leaders can prioritize employee well-being by providing resources and support services to help employees manage stress, maintain work-life balance, and prioritize self-care. By demonstrating a genuine concern for the welfare of their team members, leaders foster a culture of trust and support that enhances employee engagement and performance.
Beware: The pursuit of maximum achievement necessitates a relentless focus on performance, efficiency, and results. Organizations operate within competitive environments. Success is often measured by outcomes such as revenue growth, market share, and customer satisfaction. This makes leaders driven to optimize processes, utilizing available resources, and driving performance to achieve ambitious goals. Therefore, there is a risk of prioritizing outcomes over people, potentially leading to burnout, disengagement, and turnover among employees.
In Conclusion
Finding the right balance between the value placed on employees and maximizing company achievement requires acknowledging the interdependence of these objectives. Rather than viewing them as conflicting priorities, it is important to recognize them as complementary forces that, together, fuel organizational success. By valuing employees, leaders create and further a culture of trust, collaboration, and innovation. This, in turn, enhances performance, drives results, and sustains competitive advantage. On the other hand, by maximizing achievement, leaders create opportunities for growth, development, and recognition. The result here reinforces the value intention for employees and strengthens their commitment to the organization.
One strategy for achieving this balance is to align organizational goals with employee aspirations and values. Leaders should communicate a compelling vision that resonates with employees’ sense of purpose and identity, inspiring them to contribute their best efforts towards shared objectives. By articulating a clear and compelling narrative that connects individual contributions to broader organizational goals, leaders can foster a sense of collective ownership and alignment, driving motivation, engagement, and commitment among employees. Mike Dorman
The last blog written addressed the situation wherein a person considered ready for a management job, may, in fact, not be. This week we’re addressing assessing the effectiveness of a management team member in a position and how their effectiveness is a critical aspect of organizational success. The question of how long to work with a team member before concluding they can’t perform their duties adequately varies based on several factors. While there’s no one-size-fits-all answer, understanding the dynamics involved can help leaders make informed decisions.
This blog will delve into the considerations for evaluating management team members. The intent is to determine when intervention is necessary on the way to determining that a person is or isn’t right for a management position. Let me also acknowledge that making the decision that a person is not suited for a management position is not an easy one. Yet, for the benefit of the organization and a measure of the head manager’s effectiveness, it is, in fact, a necessary decision and action to be taken.
WHAT ARE THE EVALUATION TOOLS
Firstly, it’s essential to recognize that the timeframe for evaluating a management team member’s performance depends on the nature of their role, the complexity of their responsibilities, and the organization’s goals and objectives. The amount of time a new manager versus a highly experienced on will may well vary. A newly appointed manager may require more time to acclimate to their role and demonstrate their capabilities compared to the experienced manager. Thus, setting arbitrary timeframes may not be conducive to fair assessments.
One crucial aspect of evaluating management team members is establishing clear performance metrics and expectations from the outset. These metrics should align with the individual’s role and responsibilities and serve as benchmarks for assessing their progress. By clearly defining what success looks like in their role, it becomes easier to gauge whether they’re meeting expectations or falling short.
Regular performance reviews and feedback sessions are invaluable tools for assessing a management team member’s effectiveness. These sessions provide an opportunity to discuss strengths, areas for improvement, and any challenges they may be facing. Constructive feedback allows managers to address issues promptly and provides employees with the guidance and support they need to succeed.
However, it’s essential to distinguish between performance issues that can be remedied through coaching and development and those that indicate a fundamental mismatch between the individual’s skills and the requirements of the role. Performance issues stemming from a lack of training or support may be addressed through targeted interventions. These might include training programs or mentoring relationships. On the other hand, persistent performance issues despite adequate support may suggest deeper issues that require a different approach.
Another factor to consider is the impact of the manager’s performance on team morale and productivity. A management team member who consistently underperforms or fails to meet expectations can have a detrimental effect on team dynamics and organizational culture. High-performing employees may become demotivated or disengaged if they perceive that underperformance goes unchecked, leading to a decline in overall team performance.
Moreover, ineffective management can result in missed opportunities, decreased efficiency, and ultimately, financial losses for the organization. Therefore, leaders must be vigilant in monitoring the impact of a manager’s performance on the broader team and organizational objectives.
While there’s no definitive timeline for assessing a management team member’s effectiveness, there are certain red flags that may indicate a need for intervention. Persistent performance issues, resistance to feedback or coaching, a lack of alignment with organizational values, and negative impacts on team dynamics are all signs that warrant further scrutiny.
When faced with these red flags, leaders must take decisive action to address the situation. This may involve providing additional support and resources to help the manager improve their performance, restructuring their role to better align with their strengths, or in some cases, transitioning them out of the organization. While the decision to remove a management team member is never easy, it may be necessary to protect the best interests of the team and the organization as a whole.
CONCLUSION
Evaluating the effectiveness of a management team member requires careful consideration of various factors. These would include role complexity, performance metrics, feedback mechanisms, and team dynamics. While there’s no set timeframe for assessing performance, leaders must remain vigilant in monitoring for red flags and take prompt action to address any issues that arise. By maintaining clear expectations, providing ongoing support, feedback, and prioritizing the well-being of the overall team, leader can ensure that their management team is equipped to drive organizational success. Mike Dorman
Effective leadership in a management position requires a unique set of skills and qualities. While success can be subjective and dependent on a range of factors, there are certain signs that may indicate that an individual may not be successful in a management role when this is being considered. It’s crucial to recognize these signs early on to address any potential issues and provide support or guidance.
INDICATORS THAT REVEAL THAT A PERSON MIGHT NOT BE READY
There are several key indicators that suggest a person in a management position may not be on the path to success. These are some key ones:
Effective communication skills
Successful managers need to convey their ideas clearly, listen actively to their team members, and foster an open and transparent communication culture. If a manager struggles to articulate their thoughts, fails to listen to others, or creates an environment where communication is hindered, it can lead to misunderstandings, decreased team morale, and overall inefficiency.
Challenged with the ability to delegate appropriately Managers are responsible for overseeing a team and distributing tasks according to each team member’s strengths and skills. Overseeing means just that. When a manager struggles to train and delegate, it can result in overwhelming team members, reduced productivity, and a lack of trust within the team.
Trying to make changes too fast The enthusiastic new leader sometimes has a desire and tendency to want to make immediate impact. As a result, they can ambitiously try too much too soon. In striving to do a good job, some new managers get overenthusiastic and try to improve everything all at once. And while change might be needed in certain areas, it is important to listen first and then decide on the top priority. Choosing the right place to begin can often take care of some of the other issues that exist.
Bringing their stand-alone mind-set to the leadership position Often what enabled someone to be recognized and offered the promotion to leader is their demonstrated ability to reach and exceed their own goals. However, the mindset that enabled the person to succeed individually does not work in a leadership role. This person needs help in approaching their role with managerial skills … coaching, delegating, and overseeing performance of all they oversee.
Analysis paralysis in taking needed and decisive action Understandably, a leader and especially a new one, wants to make the right decisions. Too often, this leads to valuable time being spent evaluating the choices repeatedly. This causes delays in providing the needed and desired guidance to those that one oversees to a point that the response is too late to be effective. This person needs training and help in the ability and willingness to provide answers in a timely manner.
Ineffective personal time management Time is a valuable resource, and managers must prioritize tasks, set realistic deadlines, and ensure
that projects are completed on schedule. Managers who struggle with time management may find themselves overwhelmed, missing deadlines, and failing to meet organizational goals.
A lack of adaptability The business landscape is constantly evolving, and successful managers must be able to adapt to change, embrace innovation, and lead their teams through transitions. Managers who resist change, cling to outdated practices, or fail to see the bigger picture may struggle to navigate the dynamic nature of modern workplaces.
Understanding and managing one’s emotions … and effectively navigating interpersonal relationships. Managers with low emotional intelligence may struggle to connect with their team members, manage conflicts, and create a positive team dynamic.
Failure to develop and nurture talent within the team This can negatively hinder a leader’s success. Coaching, mentoring, and developing their team members requires both time and effort from the leader. If this employee development is neglected or the importance of building a skilled and motivated team. Stagnation and reduced team performance become the outcome.
CONCLUSION
When a talented team member moves up in their company or department into a managerial role, it’s natural to assume that person will excel in their new leadership position. However, not everyone is cut out or prepared for management. It’s essential for senior leaders to ensure the middle managers they promote are the best fit for the job.
Promoting an employee to a leadership is a big decision, and it’s important to make sure that the person being promoting is actually ready for the next level. Fortunately, there are a few signs covered above that can indicate that an employee is not yet ready for a promotion, even if they’re doing an excellent job in their current role.
Promoting an employee prematurely can be detrimental to both the individual and the organization. Employers must carefully assess each team member’s readiness for a promotion by looking for signs of technical proficiency, effective time management, initiative, teamwork, and the ability to handle current responsibilities. By offering support, training, and guidance to employees who exhibit potential, employers can better prepare them for future roles and foster a more successful and motivated workforce. Mike Dorman
Leadership in both business and orchestras involves guiding a diverse group of individuals towards a common goal, fostering collaboration, and achieving harmonious results. While the contexts may seem vastly different, there are striking similarities.
Several years ago, I wrote a blog that compared theses roles. I define a business leader as any person who has the responsibility of leading the organization, department, team or store. I believe that the similarities between the two responsibilities are very much aligned. And, I have used the comparison often when working with management level clients.
Today, with the arrival of “Maestro’ and a story about famed writer and musical conductor Leonard Bernstein, focus has again brought this comparison to the forefront. As such I believe it is worthy of providing food for thought to anyone having leadership responsibilities.
The connection to business leadership was especially fascinating realizing that no verbal exchanges take place when conducting the orchestra and still, the group, or team if you will, have the potential of making the most beautiful music. What that requires is cooperation, willingness to be part of a team and a sense of responsibility to the individual musician’s role, that of the full orchestra and of the leader.
EMULATING THE CONDUCTOR TO MAKE BEAUTIFUL MUSIC IN BUSINESS
Here are some key elements inherent in both jobs that drive home the awareness of the similarity.
A Clear Vision Great conductors always start with a musical score and a clear musical vision of how it should sound. Similarly, in a business, a clear vision of one’s end goal and the plan to achieve it are keys to success.
Practice makes perfect … even in business.
The best concerts are well rehearsed no matter how great the conductor is. Practicing your leadership rather than assume that you will automatically produce great leadership “music” is a prudent approach.
Communication as a very significant attribute. An orchestra conductor employs non-verbal cues, gestures, and rehearsals to convey musical nuances, timing, and emotions to the musicians. A business leader communicates through meetings, emails, and various other channels, ensuring that the organizational objectives are understood and embraced.
Great conductors get the best out of their people at the right time. They ensure their musicians feel significant, accepted and secure. A conductor needs his musicians. Likewise, a leader needs his followers and needs to take time to develop his followership.
Teamwork is a corner stone of success in both settings. An orchestra conductor assembles a group of musicians with varied instruments and expertise ensuring that each member contributes to the overall symphony. The business leader builds a team with diverse skills and talents, fostering collaboration to achieve common goals.
Adaptability is a critical trait for leaders in both realms. The orchestra conductor must adapt to the acoustics of different venues, the dynamics of the musicians and the nuances of various compositions. Business leaders must navigate an ever-changing market, responding to economic shifts, technological advancements, and evolving consumer demands.
Leaders in both domains must also exhibit resilience in the face of challenges. Orchestra conductors confront challenges such as artistic disagreements, technical difficulties, and
external pressures. Business leaders navigate through economic downturns, market fluctuations, and competitive pressures. Resilience is crucial in maintaining focus, inspiring confidence, and steering the collective effort towards overcoming obstacles. Resilience is crucial in maintaining focus, inspiring confidence, and steering the collective effort towards overcoming obstacles.
Great conductors share the spotlight. When the concert is over, and the audience is clapping, the conductor turns to the audience and takes a bow. Great conductors immediately turn to their orchestra, inviting them to take the limelight. Without his orchestra, the conductor is nothing. Similarly, leadership glory is shared with your team by giving credit back to the team.
Great conductors are not super-humans. In fact, they delegate everything to others who are better and more skilled. The conductor only appears on stage when it is time for him to lead. Great leaders know when to lead and when to let others lead. They delegate accordingly and know when to take the lead.
The conductor usually stands on a platform and is visible to all. This is to ensure the orchestra stays in alignment. In the same way a leader is visible to the employees and teams that works to keep them well aligned.
Great conductors lead. Most musicians in the orchestra are much more talented than the conductor. They are experts in their musical instruments. They look to their conductor not for technical advice but for leadership. Most leaders are NOT functional or technical experts. Most employees look up to them for leadership. They need to inspire, create excitement, have a clear vision and lead.
The business environment of the past few years have presented additional challenges with which we have had only limited experience and it is experience that continues to be forthcoming. As the conductor is tasked with creating perfect harmony and beautiful music within and among all the variable parts of the orchestra, the leaders in an organization need to continually focus on creating perfect harmony to ensure that beautiful products and profits are the result.
CONCLUSION
As a leader, you might have a strategy as well-written as a Mozart symphony, but if your orchestra is not well conducted, then noise will prevail over music. I seriously wonder if it might make good sense for a company’s leadership to attend a concert as inspiration to make the same beautiful music in the organization. A nice and worthwhile way to spend an afternoon? Mike Dorman
impact. As a result, they can ambitiously try too much too soon. In striving to do a good job, some new managers get overenthusiastic and try to improve everything all at once. And while change might be needed in certain areas, it is important to listen first and then decide on the top priority. Choosing the right place to begin can often take care of some of the other issues that exist.
may struggle to connect with their team members, manage conflicts, and create a positive team dynamic.
