“The point, Gerald, is testing. We promote people on a wing and a prayer without any evidence of their capability,” I said.
Gerald was quiet, this was a thoughtful conversation for him. “So, at each and every promotion, we should be testing people for higher levels of capability? And that testing should take place before the promotion, not after it?” he asked without expecting an answer. “It’s so basic, so fundamental, I couldn’t see it.”
What happens when you realize you were given the promotion and not able to live up to the capabilities? Do you admit it to your superiors? Do you keep it to yourself and risk failure?
I’m looking for the best approach. I’m not asking for myself but I would like to know what others would do or have done when they were in that situation.
Luke,
I would have that person take an inventory of their strengths and compare them to what they are currently doing. When approaching management widen the discussion to where your strengths make the great impact on the organization and how this position doesn’t play well to them. Is it risky? Sure. But by providing a fuller picture that points to solutions that everyone can benefit from, management is more likely to be impressed and adjust to identify the right spot for such a thoughtful employee or manager.
Dan Silver
Director of Leadership Development
http://www.teambuildersplus.com