From the Ask Tom mailbag:
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)
- Reasonable Behavior
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.