Dealing with Managers Wanting to Run Before they can Walk

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Succession Planning > Best Practices > Dealing with Managers Wanting to Run Before they can Walk

Dealing with Managers Wanting to Run Before they can Walk
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If you achieve each component of each pipe line passage stage systematically, you effect a response in other managers that enables you to move to the next management level. However if you are allowed or encouraged to jump to different management levels before demonstrating full competency in components at a lower management level, does this create a compromised management role? If so how then do you balance building a potential managers skills and strengths, by empowering them, yet giving them realistic projects that they can achieve, without limiting them to the level of their weakest skill? (...) Read more? Sign up for free

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  Wanting to Run Before I Could Walk
Raymond LeMieux
  I would think it does create a compromised management role or a "learning manager". To balance this you have to first understand why you are delegating? Are you delegating just to get the job done? Are you delegating to identify skills, development etc.
Some factors while you are delegating tasks to this new manager:
- What is your and the organizational tolerance towards failure?
- What is the risk of failure occurring and is that risk acceptable?
- When failure occurs (and it will to some degree) what is my willingness and ability to provide damage control and coaching support.
- Do I have a professional development path established?
- Have I conducted a gap analysis to identify the needed skills?
There's more but I think this should help get you started.

   
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Succession Planning
Summary
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How to Find Hidden Leaders in an Organization
Issues with Leadership Development Programs
How to Make Leadership Training More Effective?
🔥How to Explain the Importance of a Talent Management / Leadership Development Program
Best Practices
🥇Executive Assessments Using Simulations
🥈Great Leaders Develop Future Managers and Leaders
🥉Leadership Pipeline vs Stratified Systems Theory
Norburn's Match of Company Directors to GOGOs, YOYOs and DODOs
Potential Assessment
Succession Planning in Government Organizations
Leadership Best Practices in Family Businesses
Leadership Pipeline is Aimed at Continuity
Identify Competencies First
Dealing with Managers Wanting to Run Before they can Walk
How to Develop Leadership Competencies?
Leadership or Management Pipeline?
Leadership Pipeline Model Accentuates Vertical Growth
Using Co-creation for Leadership Pipelining
Leadership Pipeline is a Useful System of Progression
Implementing the Pipeline
Succession Planning for the CEO


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