a climb or walk to the summit of a mountain or hill.
an instance of rising through the air.
I have the pleasure of being one of the presenters, and I will address:
“Creating a Contagious Culture for Growth.”
One idea I’ll present reflects on the work of Bunker, Kram & Ting; (Harvard Business Review, December 2002). Their research warns cultural leaders to “Interrupt the Ascent” when considering promotions.
In short, if we promote individuals based solely on their tactical skills, we may find these new leaders are unable to demonstrate the interpersonal competencies that are needed for high performance teams.
Tactical performance does not necessarily indicate one’s ability to:
Listen to understand
Influence and motivate
Offer effective feedback
Manage difficult conversations
Delegate effectively or
Manage conflict situations.
In fact, a new manager or supervisor may struggle to give up his or her old role. They may return to that which is most comfortable and familiar and adopt the attitude of, “I’ll just do it. That way, I’ll know it’s done right.” The result is time spent in firefighting rather than in strategy and growth. (See Run Improve Grow, Your Roadmap from Firefighting to Bold Business Growth by Ray Attiyah.)
So, organizational leaders need to pay attention to their practices. Are people automatically promoted within their areas of expertise? Are they relying on their new rank to get results instead of having the skills to influence people?
Supervisors need emotional competency in order to build high performance teams. Take the time and offer the resources to develop rising supervisors. The extra effort will be worth it!