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