The problem with Government promotion from within and how to fix it.
Without the means to reward government employees for their excellence by increasing pay, it’s common to take that super competent employee and move them into supervisory and management roles without the tools and know-how to be a leader.
Consider these unintended consequences:
You may have unintentionally taken the performing team back to the norming stage by removing that key player. The Tuckman Model of Team Development- Forming, Storming, Norming, and Performing shows us that teams go through these stages every time there is an addition or subtraction to the team.
You may have unintentionally created disengagement and animosity from the other team members who weren’t promoted, whether they applied or not. Strange but true.
You may have unintentionally instilled a lack of confidence, creating the all-too-common “imposter syndrome” in the newly promoted.
What you can do:
Talk with the team and listen to their concerns. Let them know that you recognize their high performance and work with them to bring the replacement to the team through the stages quickly. Ask for their input and suggestions.
Set up individual meetings with those who applied and were not selected. Recognize their value and look for ways to acknowledge them.
Get the newly promoted the leadership training and resources they need! Do not expect them to figure it out on their own. Left on their own, they will either flounder or return to doing the work that made them feel competent.
Contact us for solutions today!
