“Oh, it’s different. The department I run now is full of technicians. This new role is all about merchandising and promotion. I will have to learn a lot,” Marsha replied.
“But, it sounds interesting to you?”
Marsha nodded. “Yes, it sounds interesting. More than that, I have always had an interest in marketing. I mean, I know I am in charge of a technical department, so this would be a challenge for me.”
“What will have to change?”
“There will be a learning curve, to get up to speed. There are lots of things I don’t know,” she admitted.
“Here’s the thing about any skill. There is always technical knowledge you need to know. But technical knowledge is learn-able. And, to get good at it, you have to practice. You may have an interest in marketing. You may have read a couple of books about it, but you have not practiced it. If you want to get good at it, you have to commit to practice.”
How do you un-do some internal promotions that probably shouldn’t have happened? The person is just not effective in their new Stratum III role?
Troubleshooting effectiveness in a role can be traced to one of these four factors –
Interest (Value for the work)
I rely on the manager’s judgment to determine which of the factors may be in play. In my Time Span workshop, I describe a team member with the following characteristics –
Worked for the company – 8 years
Always shows up early, stays late
Wears a snappy company uniform (belt around waist, cap on straight)
Knows the company Fight Song
Makes the best potato salad at the company picnic
And yet, is under performing in his role. Put that list against the four factors and I arrive at capability mis-matched for the role. To do a thorough inspection, I would examine each of the Key Result Areas in the role to see where the underperformance occurs. It is likely there are parts of the role that are done well, and parts where we observe underperformance. The mis-match is likely to occur on those longest Time Span task assignments.
In your question, you describe a Stratum III role. I would examine each of the KRAs and task assignments to see which is the culprit and modify that specific task assignment. The modification might be to break the longer task into a series of shorter tasks with more oversight, or to shift an analytic step to another resource.
All of this can be avoided by assigning project work to team members BEFORE they receive promotions. Successful completion, evidence is what I look for, not hopes and promises.