Short-term solution at the detriment of long-term success
Yes, I understand, it’s a challenging time in higher education and attracting talent takes time. Some of you are also under pressure to act fast, or limited by a hiring freeze, a bottleneck in HR, or any other difficulty in back-filling positions. I get it. I hear about it every day.
When someone leaves, it’s tempting to “see what we can do with who we have”. There may be someone with excellent technical skills, a strong knowledge of policies and procedures, and a reputation for getting things done.
Before you promote them, please realize that moving from “being good at executing tasks” to “leading people, being strategic, inspiring respect, and making tough decisions” is a huge leap.
In some cases, your excellent employee may have leadership potential and will rise to the occasion. But other times, your excellent employee may be unprepared to do uncomfortable things. They may want to avoid daunting responsibilities like supervision, accountability, or speaking up in important meetings. There are countless reasons why an excellent employee may not be fit to lead.
Promoting them isn’t doing a favor to anyone
What do you think happens to people who are promoted into jobs they are not ready to take? You set them up to fail. At first, they may feel honored by the new job title and new responsibilities, but if they avoid what they fear, or if they face challenging moments and fail, it is going to cause them stress and even a potential personal crisis that could lead to reduced self-worth.
If their peers and co-workers don’t perceive them as fit to lead, there may be jealousy, criticism, and lack of cooperation. Insecurities are likely to turn into self-fulfilling prophecies.
Putting people in positions that are not a good fit for them creates more unhealthy dynamics, reduces trust, and lowers morale. Are you sure it’s worth it? You might think you don’t have any other choice, but I urge you to advocate for your staffing needs instead of settling. Otherwise, prepare yourself to see the situation worsen.
What if it’s already done?
If you have already promoted someone who turns out to be a poor leader, you must make time to mentor them and help them grow and grow fast! Give them very clear guidelines. Help them solve problems. Coach them when they prepare for difficult conversations. Keep them accountable. Talk with them when something is going wrong. Celebrate growth and success. I am sorry but you (or another one of your direct reports) will have to get deeply involved.
Consider sending them to training and conferences, suggesting leadership books, and using assessments to improve self-awareness. Within a few months, please have HR conduct a 360 evaluation to identify issues and opportunities for growth, so that you can help correct them quickly.
It pains me to write this because with my one-on-one clients, I am always looking for ways to reduce their workloads, delegate, and make their life easier. But if you have promoted someone who isn’t ready, someone is going to have to do some handholding.
If you relate to this post, I invite you to schedule a time to talk with me if you would like me to work with your employee on leadership development, or if you would like me to help you with the challenges you are currently facing at work. It might be time management, effective communication, interpersonal relationships, strategic planning, influence, or any other aspect of leadership in higher ed. Please click here to schedule a complimentary call with me. I look forward to speaking with you soon.
About the author: Dr. Audrey Reille has empowered thousands of professionals through one-on-one coaching, group coaching, speaking engagements, and online courses. Audrey is the go-to executive coach for leaders in higher education administration. She empowers them to thrive by improving communication, confidence, executive presence, effectiveness reducing stress, optimizing strategies, improving professional relationships, and developing a strong and empowered mindset.