The Perils of Promotion

As if business leaders needed another challenge, many face one that is complex and painful. Having to unwind an internal promotion that did not work out as planned.

Promoting team members to a higher level of responsibility is mostly a positive move; one that demonstrates career growth opportunities while building a stronger team in the long run. Since incumbent employees are already known to the organization, there is less risk in moving forward with these individuals as opposed to bringing in someone new. Getting “passed over” for an opportunity can be disappointing to existing employees who feel they are ready for a higher level of responsibility. While they may be “ready,” the bigger question is this: Are they prepared?

This is not a new phenomenon. Dr. Laurence J. Peter wrote on this subject in the late 1960’s. His theory is that people within organizations are promoted until they reach a level at which they are not competent. Commonly referred to as “The Peter Principle,” this affects organizations of all sizes and specialties. What to do?

While there are many sound reasons for promoting team members (the incumbent leaves or is promoted, a high-stress operating environment presents a need for a new or emerging position; sometimes referred to as a “battlefield promotion,” a natural and planned succession, etc.) none of these come with a built-in guarantee of success. The problem is compounded when the person who was promoted and is now struggling was a strong performer in their prior position (likely a reason for promoting them in the first place). Even if the prior job remains open or there is a legitimate reason to move the individual back to a similar job, it is often discounted because it is viewed as awkward or embarrassing to the employee and to the organization. Two things to consider.

First, before promoting from within, assess the position itself and determine in detail what is required for success in the role today and for the near future. As organizations change and grow, jobs evolve as do their critical success factors. Match these with the individual being considered and identify where there may be gaps (there usually are). Review these with the employee being considered and get consensus on a development plan to address these in a pro-active way.

Second, if a team member is a strong performer but in a job that does not play to their strengths, re-deploying them makes sense for the individual, their fellow team members and the organization overall.  This approach should not be derailed simply because the employee was promoted to a job that was deemed to be a poor fit. While there may be compensation issues to consider, these may be managed as part of a timed process in a way that is fair to the employee and to the organization.

For more information on ways to improve your performance management process, contact me at joe@ajstrategy.com.