If you don't want your new managers to sink like a stone, dragging others with them, then follow John Pope's advice, and make sure they're ready for the deep end.
Every so often we need to replace a manager and find that there is no-one who has been developed to fit the job. We look around at the possible contenders and if we are sensible look at a range of them. We throw one in. If we are lucky there is a proper handover, otherwise there is a (usually minimal) briefing which is often ill-prepared. We say, "I'm sure you'll be able to cope and we will provide some extra support". The extra support is usually a myth.
Some of those new managers can swim pretty well; some sink like a stone and have to be rescued and resuscitated and may be scared of the water for life; some are so rough and tough that they survive by dragging other swimmers down, causing a lot of damage on the way, but believe that it shows they are good determined managers.
How could we get potential managers ready for the deep end? There are lots of ways, some of which can be combined.
Look for people with potential to become managers
If you have a competency framework for ready-made managers, consider the characteristics which underlie those competencies. Swimmers should not be basically afraid of the water. Potential managers should not be afraid of challenge and of trying something new. You will have your own views of what makes a good manager in your organisation. My personal choice would be for people who are bright enough, pretty good with people, energetic and active, with a 'can do – will do' attitude, positive and prepared to try new things. You can make this more systematic, of course, and at much greater cost, by putting them through an assessment centre.
"Get them used to splashing around. There may be opportunities for taking some of the responsibilities of a manager; sometimes as a minder when the regular manager is away on leave."Let them watch the swimming
Let them watch how managers do things; let them go along with their manager as a bag-carrier, or assistant. But do it for several potential managers not just one of the most likely contenders. Let several have a chance at it, otherwise you may miss some talent. Insist on a report at the end on what they learnt. Find out how they might use the experience.
Make sure there is a shallow end
Have some jobs where they can't drown: relatively easy or partial jobs, ones which do not call for the full range of management abilities. There are usually some jobs around suitable for potential managers. Charge-hand was the starting point in manufacturing; section supervisor was the start in offices. Limited authority; limited responsibility; frequent informal supervision.
Try them out by stages
Get them used to splashing around. There may be opportunities for taking some of the responsibilities of a manager; sometimes as a minder when the regular manager is away on leave but ring the changes otherwise it will seem that a successor has already been chosen. They will need briefing on what they can do and what they can't – or on when they must ask for help. Watch them carefully; see how they perform in the shallow end. Identify strengths and weaknesses and give appropriate gentle and gradual feedback on their style of swimming, the way they manage.
Get them into deeper waters, but make sure there is a lifeguard. Gradually increase the range of responsibilities of those who show that they can handle minor tasks – under supervision. Gradually reduce the amount of supervision.
Teach them properly
At some stage they will benefit from formal training – they will need to learn some theory; they will need to practice by applying it. You could sit them in front of a screen, some people can learn that way, but have several ways of helping them learn, and avoid teaching too much at a time. The approach 'teach-apply-test-move on' is still sound advice. But you should also find other opportunities for them to learn and develop their own style, and most importantly apply their new skills and knowledge under supervision and guidance.
Prepare them for likely challenges
They are lucky if they have been working for an outstanding manager. They can pick up the same values, the same approaches, follow a similar style. Even so they will face challenges once they become managers. Identify the likely challenges and issues. Many first-time managers get into initial difficulties in exerting authority with former colleagues, or get the leave roster or shift patterns in a mess or fair allocation of work. Many will be unsure what they can or cannot do and whether they will be supported. Identify their likely problems, and make sure they get help and guidance, but don't cram it in all at once.
Competition
Swimmers and all other athletes learn by competing, even if only against the clock. Managers can do the same. I guess you want managers who are naturally competitive; most organisations have to compete to survive in this world. Those potential managers will want to know how they are doing, and how much better they must do in order to get to the next step up. Review the annual appraisal system and make sure that it is sharp enough to distinguish between those who are good and those who could be great. Make sure those performance review discussions are done properly, not skimped as happens so often. Make sure development needs are identified and promises of help and training are met.
Development opportunities
There are many more opportunities for developing managers in most organisations than are ever used. Leadership of projects, membership of working parties, responsibilities for organising special events, managing moves, introduction of new systems and procedures all give valuable experience. But at every such opportunity the lessons must be learnt, recorded and taken in for them to be any good.
Develop enough managers
You never know when you might need one. Move managers around; give enough people opportunities to prove themselves and to learn different parts of the business.
One last thing
Find a good 'swimming coach' to look after those potential managers. An experienced manager, not one of their direct managers, who will be happy to oversee them, who will keep an eye on them and be able to give them good advice when needed.
He has seen many management fashions come and go and takes a down-to-earth approach to the improvement of management at all levels, by transforming business performance. He sees the development of strong and effective managers as one of the most important aspects of business. He can be contacted at r.j.pope@btinternet.com
John Pope has been a management consultant for over 40 years, and had his own practice as an independent consultant for over 30 years. He has worked in a wide range of businesses where performance and service were the keys to success. He continues to advise businesses at senior level on their direction, strategy and especially on the management of change.
