LEADING ORGANIZATIONAL TRANSFORMATION
Supervisor & Management
Managing people is both a huge responsibility and a great honor.
For the first-time supervisor or manager, making the transition from being an individual contributor to a manager can be a dramatic shift.
A common mistake organizations make is to promote high-performing individuals into the role of manager, assuming that their track record of success alone will guide them to be successful as a manager. The reality is that the skills that that made the individual successful may not serve him or her as a manager.
Another pitfall for first-time managers is that without proper support & development, they often misjudge their role or become paralyzed from fear and the stress of doing the wrong thing.
Additionally, they may not receive sufficient training to prepare them for their new role. The organization is setting up a fail-fail situation. Due to these reasons, there is a staggering amount of first-time managers that fail to accomplish their goals and develop meaningful relationships with their people. The organization loses a valuable team member, the line level see another first-time manager walk, thus creating a stagnate work force of individuals that have little belief in upper management.
Research shows that today’s most-sought-after early-mid career professionals are constantly networking and thinking about the next step in their career. On average, early to mid-level professionals leave their companies after just 28 months and 95% of professionals regularly strive to land a position with an employer that is known for developing their team members. These companies create an internal pipeline of qualified candidates for the organization. Their long-term commitment to development reduces the extreme costs of high turnover, creates a cultural environment that is productive and resilient.
The expense of turnover is costly!
The company’s reputation of an unfavorable place to work leaves the company vulnerable to attracting less qualified candidates.
The vicious cycle is created; Employers are reluctant to make big investments in their team members, assuming they will not stay long. Companies won’t train workers because they might leave, and workers leave because they do not get formal training or see the opportunity of advancement. Offering talented supervisors and managers career development and advancement opportunities reduces the high cost of turnover, creates a pipeline of highly qualified talent internally and externally to draw from. The valued reputation within the community and industry allow you to ride the low tides during external lows.
The solution starts with aligning with the new manager, offering training that catapults them to be a success as a manager, shows the entire team member population that the organization values their team members, creates a competitive market, strong succession pool all while consecutively improving the bottom line and becoming a valued partner of the community.