| You'd think we'd know by now -- just because | | | | them for getting better and better at that work, |
| someone is fantastic at doing something... doesn't | | | | rather than only paying them more if they step |
| mean they're equally as good at managing others | | | | "up" to management... where they may generate |
| to do that same thing. | | | | less value for the organization? |
| After all, the skill set required to practice a | | | | Isn't a top salesman better off staying in the field |
| specific profession -- whether it's plumbing, | | | | selling... than floundering in the office, struggling to |
| hairdressing, engineering, selling, teaching, | | | | organize and motivate his staff? |
| accounting or whatever -- is entirely different | | | | Doesn't a terrific teacher do more for her |
| from the skill set required to manage people. | | | | students, herself and the school by staying in the |
| Yet organizations persist in promoting "doers" into | | | | classroom, than spending her time doing |
| management roles. These promotions come with | | | | paperwork and trying to manage other teachers? |
| better-sounding titles, more money, more | | | | Fortunately, some organizations have seen the |
| perquisites, more prestige and... more responsibility. | | | | light. They do tie greater rewards to greater |
| And they involve doing less -- perhaps none -- of | | | | responsibilities and greater performances within |
| the "technical" work that the manager did | | | | the same role. In fact, some companies, like |
| previously, and more (or all) of the work of | | | | investment banks, are renown for paying traders |
| managing others. | | | | and sales people much, much more than the |
| In one sense it's logical -- a manager who used to | | | | people who manage them, simply because, in the |
| do the work himself or herself should understand | | | | eyes of the bank, the traders and sales people |
| what his staff need to do the work now. And | | | | generate more value. |
| yes, there are many managers who are just as | | | | Of course, as a "manager's advocate" I would |
| good, if not better, at managing others as they | | | | never suggest that managers shouldn't be |
| are performing the actual work. In fact, many | | | | compensated well, especially given the challenges |
| managers prefer to manage rather than do. | | | | of managing people. |
| But, as indicated above, there's no reason to | | | | But to be as productive and profitable as possible, |
| assume that a good doer will make automatically | | | | organizations should tie greater pay and rewards |
| make a good manager! | | | | to greater responsibilities and performances, |
| Now, this is not to say that a pyramidal | | | | whatever the role. That way, they'll have people |
| organizational structure -- where the many are | | | | doing and being their best. |
| managed by the few -- is necessarily a bad thing. | | | | So if you're responsible for "promoting" people, I |
| As a delegation or management structure it | | | | urge you to think twice before promoting your |
| works fine for many companies. | | | | best people into management roles... and out of |
| But when getting more pay and other rewards is | | | | the jobs they love and do well at. |
| contingent on becoming a manager, it's inevitable | | | | Instead, consider whether you can enlarge, or |
| that people will try to get, and will get, promoted | | | | give them more challenges in, their current role? |
| into management roles -- regardless of whether | | | | Or, if they've performed exceptionally well, can |
| they have the talent or passion to manage. | | | | you give them a bonus or some other special |
| The result? Plenty of unhappy and ineffective | | | | reward to recognize their efforts? |
| managers. Plenty of frustrated people working for | | | | Of course, if you work for someone else, you |
| ineffective managers. And an organization that is | | | | may be limited in terms of what you can do... but |
| not performing at its optimum. | | | | if that's the case, and you're committed to |
| Doesn't it make more sense for people to do the | | | | staying with your current employer... it may be |
| work they enjoy and are good at? To reward | | | | time to start a revolution! |