Roberta Chinsky Matuson
Creating Exceptional Workplaces and Extraordinary Results
Roberta Matuson's Blog

See You Later Boss!

Admit it. You’ve either told your employer a white lie on the way out the door or you know someone who has. Who can blame you? However, as an employer these little white lies do more harm than good. How can you fix what may be broken in your organization if you don’t know where to begin?

Here are five lines employees give when joyfully leaving their companies. Be prepared to dig deeper if an employee gives you one of these stock lines.

1. It’s not you; it’s me. If your employee ends the relationship with this age-old cliché line than you can bet it’s about you. You’ll be able to learn more about what you might have done differently to have prevented this employee from breaking up with you, if you don’t get defensive. Instead, ask what you might have otherwise done that would have ended with a different result. Be prepared to give examples to get this person talking. Asking questions like, “I often wonder if I had spent more time mentoring you, if that would have made a difference. What’s your thoughts on that?” can certainly help you learn more and can help you prevent making the same mistake twice.

2. I’m leaving for a better opportunity. This may be partially true, but there is usually more to this one than meets the eye. Otherwise the employee wouldn’t have given the other opportunity further consideration. Ask targeted questions to help better understand those areas where you may not be as competitive as you think. Be sure to ask if there was a certain point in time where this employee would not have considered other opportunities. Follow up by asking what changed for them and why.

3. I don’t have another job. It’s quite rare in this economy for people to leave a job when they don’t have another one lined up. This means that things were either so bad that the employee couldn’t take it anymore or they don’t want you to know that they just took a job with your competitor. You can test out your theory by asking them if they’d be willing to stay until a replacement is found. If they say no before you finish your question, then you know there is more to this story than they are revealing. You aren’t going to be able to beat the real reason out of them, but you do want to be sure to keep your eyes and ears open, especially if the employee who is departing has a non-compete agreement with your company.

4. I’m leaving for more money. Studies consistently show that the majority of employees don’t leave companies for more money, although you wouldn’t know this if you added up all the people who actually say this is why they are quitting! It’s usually something else. We do know that people leave their bosses more than they leave their companies, so that would be a good place to start. Look for patterns. Are the people who are leaving for more money all working for the same boss? If you gave them a counter offer and they immediately dismissed your offer, than most likely it’s not about the money. It’s about something else.

5. I wasn’t looking. They called me. I’ve done enough direct sourcing to know that if an employee is happy, there is nothing I can do or say to interest him or her in an interview. Somewhere along the line, discontent has set in. Nothing much you can do to save this relationship. Instead, focus your efforts on finding out if the remaining members of your staff are content or if they are ripe to take a call from a third-party or another company who knows exactly what to say to pique their interest.

© Matuson Consulting, 2017. All Rights Reserved.

Want to dramatically reduce employee turnover? Download my latest book, The Magnetic Leader. Sign up to receive my monthly newsletter, The Talent Maximizer®.

 

Posted in Employee Engagement, Employee Turnover, Leadership, Management, Talent Acquisition and Retention
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Three Signs That Someone is Not Coachable

Not everyone is coachable.

Some of you may find it odd that a consultant, who provides executive coaching services, would be writing a piece that would discourage you from employing her services. That’s because I’m not just a consultant. I’m a business partner. The last thing I want to see is people throw good money into a bad investment.

Here are three signs that someone is not coachable.

They aren’t open to feedback. The term coachable means someone is willing to be corrected and act on that correction. The key word is willing. Lots of people talk about self-improvement. Yet they’re unwilling to listen to feedback. It’s difficult to help someone improve when they only want to hear what they want to hear. No, actually it’s impossible. Save your money.

They are in the wrong job. I’m sure New England Patriot’s quarterback Tom Brady has some exceptional coaches. Even if I was fortunate enough to be next in line for Brady’s job, there’s no way these people are going to get me to superstar level. If we’re being honest here, I’m not sure if they could even teach me how to play football. The team would be better off having me serve in a management role.

I’m frequently asked to coach people who never should have been placed in the job they’re in. However, many of these people soar when they are moved into a job that’s more suitable for their skill set and interest. If you have someone who you think may be in the wrong job, take the money you were going to spend for coaching and invest this in retooling them, so they can move into a position that is well suited for them.

You are more invested in their growth than they are. Look, you can’t help people who don’t want to be helped. If you find that you are more invested in helping your people grow than they are then it’s time to come back down to reality.

Coaching is a partnership. To be successful, both parties have to work in concert with one another. Be honest. Is the person you’re about to assign a coach all in or are they merely going through the motions? If it’s the latter, take the money you’ve allocated to this individual and give it to someone who is super excited to be given an opportunity to become the best version of themselves.

© Matuson Consulting, 2017. All Rights Reserved.

Still not sure if your employee is coachable? Reach out to me at Roberta@matusonconsulting.com for a free 15-minute consultation to discuss whether or not your employee is coachable.

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When to Work with a Coach and How to Maximize That Experience

 

Coaching for Results

People often ask me if there’s an ideal time to work with a coach. Here’s what I tell them. There are certainly vital times when having a coach can make a huge difference. Here are some of those times:

  • You are preparing yourself for a promotion.
  • You need to adjust quickly to a new circumstance.
  • You have employees you find challenging to manage.
  • You find yourself working for a difficult boss.
  • You’ve been assigned to a new function, office, or even country that requires you to use skills you have barely developed.
    • You have a performance weakness that, left unattended, could spread and negatively impact other areas of your performance.

The next question I get asked is what should I be looking for when engaging a coach.Nowadays, it seems like just about everyone is a coach. So why not simply use the same coach your friend has been using? That may be fine, but before doing so, make sure your needs are the same and that this coach is the right fit for you. Here are some other things to look for in a coach:

  1. Does his or her experience make the grade?

I don’t know about you, but I certainly don’t want someone coaching me on how to successfully do my first jump out of a plane if he or she hasn’t already done it at least a dozen times! The same holds true when selecting a coach in business. A life coach might be great for your cousin who has decided to reenter the workforce after a leave of absence, but may not be appropriate for you if you’re looking to learn how to become a more effective leader. You need someone who has been in the trenches and has successfully led people.

2. Do your styles match?

You need to be comfortable showing this person who you truly are, and at times hearing some difficult feedback. Some coaches are known to be direct, while others take a softer approach. Knowing which style you prefer will enable you to find someone with whom you can work successfully.

3. Is he or she willing to give you a trial period?

It’s difficult to really know if your personalities will click until you begin working together. That’s why it’s important to make sure whoever works with you is agreeable to a trial period. Note: this does not mean you are entitled to a full refund should you decide partially through the engagement that you are not compatible.This simply means you have an out clause in case you need to go your separate ways.

4. Has he or she successfully helped others in similar situations?

What does his or her track record look like? Find out how long your potential coach has been working with people, and in what capacity. Be careful not to get too caught up in specifics, though. An excellent coach who previously helped a new manager in a manufacturing company strengthen his relationships with senior management can certainly do the same for you, even if you work in retail.

5. Is he or she available?

Finding a wonderful coach or mentor won’t do you much good if he or she does not have the time to help you. Before you enter into a relationship, clearly define your needs and ask the person whether or not your expectations are realistic given his or her other commitments.

You may also want to consider the person’s official credentials, but don’t get too hung up on this. I’m often asked if a coach without certification is worth considering. In the interest of full disclosure, I do not have a coaching certification, yet I have effectively coached people for over twenty years. Find someone who can demonstrate that he or she has achieved similar successes, and don’t worry about the three letters that may or may not be assigned to his or her name. When you’ve identified someone you like, check references. If they match what you have observed, proceed. It’s that simple.

© Matuson Consulting, 2017. All Rights Reserved.

People have been reaching out to me, after viewing my new Lynda/LinkedIn Learning courses on Managing Up and Transitioning from Individual Contributor to Manager, asking me how we might work together. Below you’ll find a special LinkedIn offering that I’ve put together in response to those requests.

Special LinkedIn Offer: I’m starting two new group coaching programs that will begin in July. The first will be restricted to new leaders (those with less than 3 years experience.) I’ll take up to 15 people. We’ll meet virtually for an hour, twice a month for three months. The fee to join is $2,500, which separates those who are serious about improving their leadership skills and those who aren’t. Write to me at Roberta@matusonconsulting.com and tell me about yourself, so we can determine if you’re right for the Suddenly in Charge® Coaching program.

The Probable Promotions Coaching Program is for experienced leaders who are interested in boosting their effectiveness as a leader and securing their next promotion. The next program begins in July. This program will be limited to 10 people to ensure everyone has adequate air time. We’ll meet virtually for an hour twice a month. We’ll discuss real-time issues that are holding you back, as well as strategies to ensure you’re top of mind when the next promotion becomes available. Included will be unlimited access to me via phone and email. An option for a half-day immersion session will be offered for those looking to super charge their leadership skills. The fee for the Probable Promotions Coaching Program is $5,000 for three months, $8,500 for those selecting the immersion option.

Contact me at Roberta@matusonconsulting.com to secure your place.

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What the Heck is Going On in Recruiting?

Hiring and Recruitment

Candidates tell me all the time how difficult it is to find jobs, while hiring managers complain they can’t fill positions. What the heck is going on in recruiting?

Here’s what I’m seeing:

  • HR is working diligently to screen candidates out when in fact they should be screening candidates in.
  • Hiring managers have a belief that it’s not really their job to hire. That’s the job of HR. They are mistaken.
  • Candidates are filling out online applications and believe they are in full job search mode. They’d be better served picking up the phone and asking friends for personal introductions to people in companies where they are interested in working.
  • Companies are treating job candidates as if they are a hindrance rather than a potential asset.
  • Hiring managers haven’t been properly trained on how to assess candidates.

The list could go on and on. By now, I’m sure you’re seeing a pattern. Hiring is job number one of any leader, especially now that we have record low unemployment rates in many parts of the country. Reach out to me at Roberta@matusonconsulting.com for a complimentary phone call on what you can do to immediately fill jobs in your organization.

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Whoa! Unemployment Rates Hit A New Low

Hiring Talent When Talent is Scarce

I keep wondering how low the unemployment numbers can go. Apparently they can go a lot lower than anyone thought! Today’s Washington Post reports that the unemployment rate dropped to its lowest rate in a decade, as the economy added 211,000 jobs in April. The U.S. job market is stronger than it has been in years. That’s great news for job seekers and not so great news for employers who are struggling to fill key positions, or any position for that matter.

Here’s some of the advice I’m sharing with my most successful clients.

Go Get ‘Em. A lot of executives that I work with have a pretty good sense of who they’d like to add to their team. The problem is they are being too passive. Some are hoping and praying these people will respond to their job postings while others are delegating the hunt for talent to HR. Let me ask you something. Let’s say you are not really looking for a new job. However, today you receive two calls regarding job opportunities. One is from Bob in HR and the other is from the president of a company. Which call might you return? I’m betting it would be the one from the president.

Hiring managers should proactively reach out to those they’d like to hire. Now let’s say the person you are reaching out to is not ready to make a change right now. My experience has shown me that talented people hang out with other talented people. I’d suggest asking the following question: Who do you know that might be interested in an opportunity like this? Or, if you’ve done your homework prior, and you’ve checked out their LinkedIn profile and connections, you could say, “I noticed you’re connected with Sam Jones, Martha Smith and Mary Mobley. Would you be willing to make an introduction to these people on my behalf?” Now don’t act stunned when they actually say yes!

Seek out the Underemployed. Few people go to college with the idea that when they graduate, they’ll be working as a barista at their local coffee shop or working on the floor of a retail store. However, it happens.  People quickly discover that student loans must be paid, regardless of one’s income. Let me tell you. These are the people you absolutely want to hire. They’re responsible and willing to work hard on your behalf. And if you are lucky to snag one of these individuals, they’ll remain loyal to you for years to come.

Leverage your network. I bet you right, now there are a ton of people in your network who know of others actively seeking new job opportunities. Now clearly they aren’t going to be offering you the names of people who might be a great fit for your company, if they don’t know you are in hiring mode. Pick up the phone and ask for their help. And while you are at it, be sure to offer to return the favor.

Keep your foot on the peddle. The moment you decide you are going to hire someone, you need to keep your foot on the accelerator. I’ve seen too many false starts that result in frustration and empty chairs. To do this, you’ll need to shift your mindset from, “Do I really have to do this? I really don’t have time for this.” to “There’s nothing more important than finding the right person for the position I’m trying to staff.”

Posted in Hiring and Recruitment, Leadership, Management, Talent Acquisition and Retention, Talent Maximization
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You’re Kidding, Right? 50% of New Hires Fail

Newly hired employee packing personal belongings in box

Read this before you make another hire.

I wish I was kidding! Organizations have thousands of business processes, but I doubt that you’ve ever heard of a single process that has a 50 percent failure rate, that has been completely ignored. The recruiting process often has a failure rate of 50 percent. And I’m not just talking about this occurring at just one level of the organization. It’s happening at every job level from hourly employees, supervisors, managers, and even in the executive suite.

Here’s what’s being reported by independent sources, which is consistent across the board. The numbers don’t lie.

 

  • 46 percent of all new hires fail within 18 months (Source: Leadership IQ.)
  • 40-60 percent of management new hires fail within 18 months (Source: Harvard Business Review.)
  • Nearly 50 percent of executive new hires fail within 18 months (Source: The Corporate Leadership Council.)

There are many reasons why this is happening and those reasons vary by organization. Case in point. I was hired by a client who was experiencing 50 percent turnover in their sales organization. They estimated this churn was costing them over $2M a year. My client assumed they were experiencing a retention problem, when in fact the real cause of their problem was their recruitment strategy.

With my help, they discovered they were looking for talent in all the wrong places. Sure, they’d get these people to accept their offers, but within 18 months, their newly hired employees left for greener pastures. This epic failure was causing both angst and a ton of money. They implemented my recommendations and within a year’s time, their turnover was sliced in half. In real dollars, this equated to an additional $1M dropping to their bottom line, annually.

Many of you are so used to the high levels of employee turnover and disruption, that you’ve accepted this as your new reality. If you want to know exactly what this is costing you, then use my proprietary employee turnover calculator.

I can assure you that it doesn’t have to be this way. If you’re willing to invest 30-minutes of your time, I’ll provide you with a fresh perspective and some ideas that will help provide you with clarity and peace of mind on this critical issue. This one’s on the house! No fee.

Let’s start a conversation. Call me directly at 617-608-3633, or email me at Roberta@matusonconsulting.com to schedule a call for next week.

Posted in Employee Turnover, Hiring and Recruitment, Performance Management, Profitability, Talent Acquisition and Retention, Talent Maximization
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Why SNAP Employees Need to Snap Out of It and Get Real

How to Manage Your Life and Career

Congratulations to all of you Snap employees on the success of your Initial Public Offering (IPO)! Many of you are now wealthier than you ever thought was possible, at such a young age. I too was in your shoes and have some advice to share, as I look back at my time living the IPO dream.

At the age of 24, I was promoted into a director role in my company. Along with my promotion came something called stock options. Two years later, my company went public. I knew that was a good thing, but at the time, I was a bit naive. I learned a lot along the way that I’d like to share with you.

Let’s talk money, since money makes the world go around. You’re probably going to be tempted to buy some big ticket items like that BMW you’ve had your eyes on or going on some fancy vacation in Bali that will cost you more than this month’s rent. Step back for a moment, before blowing all your new found wealth.

I’m all for treating yourself to celebrate your good fortune. Just don’t spend it all in one place. I had stock options, just like you, and was smart enough to put money away for events that I had no idea would be in my future. For example, I used some of that money to fund my son’s college education. (Did I mention at the time of the IPO I was single and had no children?) I also put a down payment on a condo, a number of years later, that eventually tripled in price. Keep in mind that having money, gives you lots of choices that you might not have had prior to this IPO. The less you put away now, the fewer choices you’ll have in the future.

Don’t put all your eggs in one basket. I know what it’s like to get caught up in the excitement of having stock that is highly valued. However, a lot of IPOs flame out as quickly as their stock prices rise. Take a portion of your shares and as soon as you are able, cash them out and diversify your portfolio. And don’t forget to put some of your earnings away, as Uncle Sam will want his share.

Life as you know it at work is going to change–dramatically. Pre-IPO, your company was able to spend money on niceties and takes lots of risks. Not so much anymore. They now have a boss to answer to by the name of Wall Street. Every quarter Wall Street will be asking the question, “What have you done for me lately?”

This means you can pretty much wave goodbye to the culture that attracted you to the organization in the first place. It’s not going to change dramatically over night. But it will change and if you’d like to remain employed there, you’re going to have to change as well.

You’re going to have a lot of new people to deal with–One hundred and forty-six of them to be exact. Much of the cash that’s been raised through this IPO will be used to fuel business growth and hire the staff that can move the organization forward. As of this writing, you’ve got 146 job openings listed on your website. I suspect that number will rise. Every new hire will impact your organization’s culture. If you’re one of these people who don’t like change, then I suggest you exit stage left.

Your opportunities to be a VP just went down the drain. Now that Wall Street is watching, all hires into the executive suite will need to have credentials that are public company worthy. It may be time to return to school at night for your MBA or find a company that is still willing to give someone without public company experience a seat at the executive table.

You’re going to have to grow up quickly. Behaviors that might have been considered acceptable when you were under the radar screen can now get you into lots of trouble. Say for example, you used to share information about what was going on in terms of revenue or company strategy with your girlfriend. No big deal pre-IPO. Now if you do this and your girlfriend decides to purchase or sell Snap stock, you could find yourself on the front page of the WSJ for insider trading. Or worse, in jail.

You’re going to have to learn how to contain your excitement so that you don’t inadvertently put yourself in a situation like the one I just described. Yes, sadly you’re going to have to be a bit more reserved.

Office politics is about to get a lot worse. Before you went IPO, chances are that you had access to resources without having to go up three levels to make a simple purchase. That’s all about to change. Those who master the skill of office politics, which I write about in my book, Suddenly in Charge: Managing Up, Managing Down, Succeeding All Around, will still get the resources they need and will most likely thrive in this new iteration of your company.

I can tell you this from my own experience. Most people never get an opportunity like this. Don’t blow it. Now’s the time to be generous with others and share some of your wealth. Sock away money for your future and remember, just like Snap, all of this could disappear tomorrow if you aren’t mindful of what you do today.

© Matuson Consulting, 2017. All Rights Reserved.

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The Unfiltered Truth

The truth will set you free

They say a picture is worth a thousand words. We have hundreds of pictures of a house project that went south, so I guess you can say that a million words can be used to describe the nightmare we’ve been living over the past two and half years.

In October of 2014, we entered into a contract with 11 Development, LLC, a real estate development company based in Newton, Massachusetts that was founded by its President, Scott Shuster. You would think by now, we’d be done, but we’re not. We’ve been lied to more times than we can count and Shuster continually refuses to acknowledge or take responsibility for the egregious mistakes that have cost our family considerable stress and money to fix. Included in these mistakes are the discovery of a lack of a footing and a host of other problems too numerous to name.

Throughout the building process, we pointed out numerous construction problems and asked, no begged, Shuster to allow us to bring in contractors of our choosing to rectify these problems. Time and time again he refused. So here we sit. Shuster is hiding behind what he calls a warranty, which basically means he wants the right to fix the things his team has tried to fix multiple times. We’ve asked him nicely to release the escrow funds so we can finish the work properly. Again, he’s refused.

We’ve recently discovered that we are not the only customers to be living out this nightmare with him. He settled a previous case, which came with a non-disclosure clause, and another real estate lawsuit is brewing elsewhere. A homeowner, living in a project that was built the same time as ours with the same contractor, experienced similar problems.

Here’s the thing. It’s easy to let someone like Shuster bully you, as he’s exceptional at wearing people down. But here’s the advice I tell my clients, that I’m now taking myself. The only way people can take advantage of you is if you let them. Shuster can use all the scare tactics in the world. However, we know the truth. And as you know, pictures do not lie. Feel free to contact me if I can be of any help to you. I’ll keep you posted, as the drama continues.

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3 Ways Women Can Transform Themselves Into Magnetic Leaders

Women and Magnetic Leadership

Lots of women are good leaders, but how many are magnetic leaders? Apparently, not enough. No matter how far female leaders may have come in terms of leadership, we still have a ways to go.

In a recent Gallup poll, it was reported that Americans still prefer a male boss to a female boss. The report, part of Gallup’s weeklong Women and the Workplace series, used data from Gallup’s work and education poll. It found that 33 percent of the people polled would prefer a male boss. Twenty percent would prefer a female supervisor, down slightly from the previous year, where that number was 23 percent.

It’s time for women to take their rightful place as the kind of leaders employees love to work for. Here’s where to begin.

Many leaders think they are magnetic when in fact, they are anything but. In my forthcoming book, The Magnetic Leader: How Irresistible Leaders Attract Employees, Customers, and Profits (Taylor and Francis, 2017), I talk about seven traits that are common among magnetic leaders, as well as examples of people who personify (or personified) these quali­ties. Here are three.

1.    Authenticity

Magnetic leaders don’t try to be someone else, nor do they change who they are based on office politics. They are true to themselves and are honest in their dealings with others. They are not afraid to share their mistakes or shortcomings. Warren Buffet is an authentic leader who speaks openly about his $200 billion mistake buying Berkshire Hathaway.

In particular, young leaders find it challenging to find a leadership style that fits them like a custom made suit. Instead, they emulate the behavior of managers they work with, without knowing whether or not those leaders are held in high regards by others.

My advice to you is to stop trying to be someone you are not and instead, attempt to be the best version of yourself. Will everyone like you? Probably not. Will they respect you? Most definitely.

2.    Selflessness

Nelson Mandela immediately comes to mind when I think about inspirational leaders who are selfless. Leadership is a service business, and service comes with sacrifice. Mandela made many sacrifices so that others could advance, including giving up power. When elected president of South Africa, he refused to serve more than one term because he believed that a swift transfer of his authority was in the best interest of post-apartheid South Africa.

In the world of business, it’s fairly common for people operate with a “what have you done for me lately” mentality. That’s actually good news for you, as you can easily stand out in the crowd. The next time you have a decision to make at work, think about what’s in the best interest of your people. Then do it, even if that means sacrificing your own needs for that of your people.

3.    Strong communication

Magnetic leaders communicate frequently and clearly. They speak their minds, even if it makes them unpopu­lar. When they are forthright with their opinions, such people often become even more magnetic.

Oprah Winfrey is a great example of a leader who is a strong communicator. In fact when she speaks, she moves markets! Who could forget Oprah Winfrey’s holiday list of favorite things? The mere announcement of an item would result in products flying off the shelves. Winfrey’s strong communication skills have inspired people around the globe to be a better version of their self. She is truly a magnetic leader.

Female leaders (and their male counterparts) can learn a lot from Winfrey. When she communicates, she does so with conviction. She rarely goes off message and she listens as intensely as she speaks. Of course she’s had years of practice. However, she had to have started somewhere. Let today be the first day of your voyage towards becoming a more effective communicator.

I’d be lying if I told you becoming a magnetic leader would be effortless. There are times when you will question why you have chosen to go on this journey and then there will be moments when you will know, deep down inside, that the work you are doing on yourself will have an impact on others for years to come.

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5 Mistakes Leaders Make When It Comes to Promoting High Potentials

There are two moments that stand out in the minds of experienced leaders. They are the first time they promoted someone into management and the day they had to tell that person, “Things aren’t working out.” But what is most troublesome to these leaders is the fact that they know, deep down inside; this person never had a chance.

Here are five common mistakes leaders make when it comes to promoting high potentials and what you can do to avoid disaster the next time around.

1. Promoting the Wrong Person

You promoted your top sales person into management based on performance and he is failing miserably as a leader. Revenues are slipping and the sales team is ready to bolt. You made the deadly mistake of assuming that excellence in one job would easily translate into superior performance in another, even though the skill sets required of each job are drastically different. Don’t be so quick next time to promote your best technical person into management, unless he clearly demonstrates he has the skills and the desire to successfully take on the role of a leader.

2. Too Much Rope

You had high hopes for this individual, as did everyone else. So you left her alone to do her thing. In retrospect, that was your first mistake. You gave her too much rope and she hung herself. Next time, let the rope out slowly until such time as this person has demonstrated they are ready to fly solo.

3. Assuming Your Newly Promoted Leader Will Pick Things Up Like You Did

You learned the hard way how to manage and you didn’t turn out so bad so why shouldn’t your new protégé learn the same way? Business is challenging enough in today’s tumultuous economy. Maybe this isn’t the right time for your sink or swim approach to management. The next time around, try coaching your new manager and swimming besides him, before throwing him into the deep end of the pool.

4. Failure to Provide Feedback

You figured she’d know exactly what you expected, even though you never clearly defined your expectations. Heck, your family members have figured this out. But you forgot to consider that unlike your wife, this person couldn’t read minds. In the future, outline the objectives and metrics and make it a point to check in weekly to ensure your new manager remains on track.

5. You Never Bothered to Re-staff Her Position

Your shining star was so great that she could do the work of two people. That may be fine when your work is tactical. But how can someone successfully lead, when they can’t lift their head up from their own desk long enough to engage with their people? Succession planning is your job. Have someone ready to fill the shoes that will be vacated, before promoting your next employee.

As leaders, it’s your job to identify and nurture high-potentials and to help them successfully assimilate into management. Learn from your mistakes so that next time you can say, “I’m really glad things are working out so well.”

© Matuson Consulting, 2017, All Rights Reserved.

Could you or someone you know benefit from participating in a jammed packed leadership session to help successfully transition from manager to magnetic leader? Grab an online seat for Move Up/Manage Right. First 5 people to sign up receive a complimentary 30-minute phone coaching session, following the completion of the course. Mention LinkedIn and I’ll throw in an additional coaching session! I’m available to deliver this program on site as well. Reach out to me at Roberta@matusonconsulting.com to schedule a date.

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