Promotions should be treated the same way we treat new hires. And, the problem is that we treat promotions the same way we treat new hires. “What?” I hear you asking. Let me explain. If you are an airport – Just because you have a great operations person doesn’t mean you automatically have a great operations manager. If you are a consultant – Just because you have a great planner, doesn’t mean you have a great Project Manager. The reason? The jobs are fundamentally different. One is about product with a liberal sprinkle of people. One is about people with a liberal sprinkle of product. The mistake we make with promotions is the same mistake we make with new hires. We make the offer, the offer is accepted, and then we throw them into the furnace. “Call if you need something?” Ok, it’s not quite that bad… The solution? Don’t do that. *Just kidding* The solution is to change how we onboard and how we promote. In this sense “change” means dedicating more time and thought to the transition. It means mapping out and writing down how the transition will unfold. These events are big for the transitionee, and they need a helpful transition if we want success.
Future leader speaker and author of the book Future Leader: Rebooting Leadership to Win the Millennial and Tech Future. Free stuff! Get the first five chapters of my new book, an executive summary, and the Future Leader Companion Workbook here.