The Constructor's Voice - 2013 - (Page 36)
By Dom Cingoranelli Succession Institute
Setting Up Your How to Avoid the
What They Have in Common
What do these two people from two different companies have in common? Based only on the brief scenarios provided here, we can see that both of them: • Were previously very successful in lower level positions within their organizations. • Are new to their current positions.
e often run across contractors who are unhappy with the performance of one or more of their people. A statement we hear a lot sounds something like, “Joe just isn’t getting the job done – he did such a good job before we promoted him – I don’t know what’s happened to him.” To many, this type of scenario reflects what has been referred to as “The Peter Principle,” where people get promoted in organizations to their highest level of incompetence. While that works as a short-hand description of the underlying symptoms, we don’t believe it does justice to a very real issue facing contractors of all types and sizes. Following are a couple of examples of what we’re talking about:
The New Superintendent
The new superintendent functioned extremely well in his previous role as a foreman for the company, working his way up through the ranks in a fairly short period of time. Any time something needed to be done, he stepped up and did it, and he did it well. Now that he’s a superintendent in charge of several foremen, his performance is not what either he or the head of operations at his company expected. Rather than helping to develop more promising young foremen and making them more effective in their jobs, he seems to be struggling to stay on top of everything he has going on. His style of supervision mostly involves providing direction to his foremen, telling them what to do. His jobs aren’t going all that well, and he seems to be sinking deeper and deeper into a morass of unfinished details. When guys in the field need his help, they can’t get in touch with him. His manager is surprised that the new superintendent is not doing any better than he is at this time.
The New Shop Manager
The head mechanic was promoted to the shop manager position recently. He had spent the bulk of his career working in the shop for this contractor, and is a technical wizard when it comes to diagnosing problems with equipment and resolving the problems. He completed repairs quickly and thoroughly, with nearly no call-backs on the work he did. Now that he’s in charge of the shop, he’s having some problems with the mechanics that work for him, and equipment repairs aren’t moving along as quickly or effectively as they had previously. He’s had a run-in or two with people wanting their machines back for their jobs. His boss is concerned about him and the proper functioning of the shop. Although there’s been some head-scratching and discussions, no significant improvements have been noted yet. At the same time, the shop manager’s attitude and morale are in a downward spiral.
36 • THE CONSTRUCTORS’ VOICE 2013
Table of Contents for the Digital Edition of The Constructor's Voice - 2013
Meet the 2013 President
Executive Director’s Message
2012 Associate Council Chairman
Meet the 2013 Associate Council Chairman
Social Media: What Am I?
2012 Included a ‘SUCCESS’ for CCA Members in HB12-1119
The Coming Talent War
CWFC Sees Continued Successes, New Directions
Congratulations to the 2011 CCA-CDOT Project Management Award Winners
Your Association Staff
A Vision for Colorado!
What is SBTRC, and How Can It Help You?
Colorado Contractors Trust Rates Remain Below Market Trends
Your Association Staff
Setting Up Your People for Success
Index of Advertisers/Advertiser.com
The Constructor's Voice - 2013
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