“You were promoted because your manager was promoted. I didn’t think you were ready to make the move from supervisor to manager, but the position was open and the COO was impatient. He is now having second thoughts when he looks at your turnover statistics.”
Melanie became quiet. Her voice was calm. “I didn’t know that. But you said two of my supervisors quit because they graduated night school and got better jobs. I can’t help that?”
“We didn’t find that out until the exit interview. They had jobs lined up three months before they gave you notice. And you didn’t know.”
“But how was I supposed to know. We stay pretty busy around here,” she protested.
“Melanie, the job of being a manager is not about being busy. It’s not about scrambling to save the day. As a supervisor, you were effective at that. Now, it is killing your effectiveness as a manager. As a manager, your role is completely different.
“You said you could anticipate things, as a supervisor,” I continued. “You said you could see the future. I need you to see even further into the future. As a manager, I need you to think out 12 months.”
Melanie shifted, sat up, “But, who knows what is going to happen a year from now?”
“Indeed,” I said. “What things do you need to pay attention to that will have an impact one year from now?” -TF
You should know who in your department wants to move up in position and what is important to them. For example, if John is an instructor under your department and he has expressed interest in becoming manager or even a team leader watch him. If he deserves this postion over time give it to him, along with benefits that are important to HIM. If you don’t your competition will.This may not cost you a cent (expecially if he wants more flexible time at work).
Krystal,
You are on the right track. It is a matter of knowing, really knowing your team members.