Talent Management - October 2008 - (Page 53)

Figure 1: Level of Manager Transition 9% 66% 25% In the transition Fully transitioned into manager role Still acting as individual contributors Figure 2: Top Transition Challenges 1. Doing vs. managing the work. 2. Managing former peers. 3. Letting go of being the expert. 4. Lack of time to get things done. 5. Developing/coaching people. Figure 3: F atal Assumptions Helping individuals start and complete the transition to manager increases managerial effectiveness and satisfaction, as well as engagement levels, productivity and satisfaction of the individuals in the manager’s group. A behavioral shift also is required for a manager to complete the transition. Study data helped researchers identify the most critical behaviors organizations need their managers to perform, but at a macro level, the behavioral shift involves moving from focusing on managing oneself to taking responsibility for others and involving others inside and outside of the manager’s group. Psychological and behavioral shifts can be made if a manager is given the right tools and gets the right kind of help. Very few managers will make this shift without such support. The Transition Irony One of the fatal assumptions many managers make is, “Competent people do not need help.” Data substantiates the fact that managers who fail to make the transition or get stuck somewhere along the way are not incompetent, nor are they stupid or lazy. Most of them are extremely competent in the area of expertise for which they were originally hired. The irony is the manager’s competence in his or her area of expertise is the biggest reason why the transition to manager is so difﬁcult. Maintaining a narrow focus on one’s area of expertise and not thinking more broadly becomes the biggest impediment to successful transition. 1. My individual contributor success will translate into management success. 2. It’s out of my control –– someone else can and should fix this. 3. Being “the expert” is the most important factor for my credibility. 4. It’s the rational and logical approach or solution that counts. 5. The people I manage are mostly like me in their thinking, approach, expectations, goals and priorities. 6. Competent people do not need help. This change is a psychological shift in perspective and thinking. Essentially, the person moves from an exclusive focus on his or her area of expertise to a broader, more inclusive approach. This approach integrates other areas of expertise with relevant business, process and relationship issues to create more effective solutions. October 2008 talent management magazine www.talentmgt.com 53 http://www.talentmgt.com

Table of Contents Feed for the Digital Edition of Talent Management - October 2008

Talent Management - October 2008 Editor’s Letter Contents Human Performance Leading Edge Foundations The Three Pillars of Executive On-Boarding Role-Based Assessment: Thinking Inside the Box Who's Going to Speak Up for Health Care? Obey the Push to Automate Managing the Star Performer No One Wants to Work With Adopting a Mutual-Funds Model for Talent Management Hewlett-Packard: Simple Talent Management in a Technical World Team Effort Pays in Talent at London Business School The Employee Survey: What’s in It for Me? Why Most Managers Are Stuck Advertisers’ Index Editorial Resources Full Potential

Talent Management - October 2008

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