The Leading Edge - Fall 2008 - (Page 14)

Q&a In a nutshell by chris de Santis WhAT To Do WhEn TALEnT ToPS TEnUrE for ProMoTIonS Q: We have a talented mid-level executive in her 30s whom I want to promote to vice president. my fellow executives agree she’s talented but are concerned her would-be direct reports will rebel because they all have worked here much longer. how can we promote the best person for the job and ease the transition for both her and her new reports? one meetings with her direct reports before she takes the helm. Once the announcement about the promotion is made, there will be some predictable reactions, which is why you need to have the individual meetings. The reactions will most likely follow the stages of the SARAH model of mourning. The model gives a general outline of the stages we experience when something bad happens in our lives. The first step is Shock or Surprise, the most natural reaction to bad news. The next stage of our experience is Anger or Anxiety, depending on how the event impacts us. In the case of this promotion it’s not impossible that both of these emotions will be experienced. Next up to the plate is Rejection or Rationalization. The person impacted is saying this can’t be happening, this must be a mistake, this won’t work or I won’t put up with this. This is a crucial stage because the person is at a crossroads. The person has to decide what to do. It’s here that cooler heads can prevail if someone is willing to talk through it with the person. If the person comes to terms with the situation, then Acceptance follows. Once again a dialogue has to take place because acceptance can be commitment or compliance. We don’t want compliance. Lastly, if we get the person past acceptance and get him or her to recommit to the organization, then Help is in order. This can be help the person asks for or gives to the new boss. So how do you apply this model to this situation? Meet individually with each person who will be directly reporting to this new vice president. During that meeting, share the decision that was made regarding why this person was chosen and then expect to talk through the SARAH stages. This conversation is more about your listening than it is about telling them to suck it up. Put yourself in their shoes. If you have been doing a job for 20-plus years and someone moved ahead of you, you’d be upset and disappointed, you’d be hurt and you’d need to talk about it. The individual will need to work through it with you. A display of empathy on your part will go a long way a: I assume the person you are promoting is the best person for the job and no one among her direct reports has the unique talents, skills and/or experiences necessary to succeed in this position. That being said, I assume she and everyone else in this organization is working in a meritocracy. This means that it should be fairly reasonable to expect the people who get promotions are the best candidates for the positions. This is important to establish as the “proof is in the pudding.” If there is clear evidence that the best are getting promoted, then all we are dealing with are hurt feelings. On the other hand, if there are political reasons why some people get promoted then the people who have been there for 20 more years might have more of a case and a justification for their reactions. Let’s go with the meritocracy. If it’s clear she is the best choice and you know there will be some upset individuals, my advice is to nip the problem in the bud before it gets overblown. Two things need to happen in quick succession: the public announcement of the promotion and the scheduling of one-on- in mending fences. I also think this is a good opportunity to talk about the attributes of the new boss and why you are hopeful about her and the entire team. Realize this won’t be easy but it’s the right thing to do. Will everyone feel good about this? Probably not. Some may not embrace her as their leader but, having said that, they are less likely to try to sabotage her performance. It will provide a grace period where some will adopt a wait and see attitude. Lastly, I would have a talk with the new vice president and explain what you did and why you did it. I would tell her that it’s up to her now. This is her team and with that she has to earn the position, not just as the manager, but as the leader to follow. Best of luck. e Chris DeSantis uses his 20 years’ experience in training and development as an independent consultant. He specializes in the design and delivery of management and organization development interventions. A presenter at Leading Edge Alliance seminars, DeSantis focuses his work on assisting individuals or groups in identifying obstacles to effectiveness and subsequently works with them to create user friendly solutions aligned with the company’s strategic initiatives. He earned his undergraduate degree from the University of Notre Dame, an MBA from the University of Denver and an MA in organizational development from Loyola University. 14 VOLUME 9 n ISSUE 1 n faLL 2008

Table of Contents Feed for the Digital Edition of The Leading Edge - Fall 2008

The Leading Edge - Fall 2008 Contents Sculpt Your Business to Survive and Thrive Protect Intellectual Property Outside the United States Complaints about Meetings? The Leading Edge Alliance Top 10 Misconceptions of Doing Business in Belgium In a Nutshell: Q&A

The Leading Edge - Fall 2008

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