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