Take a minute and envision the following scenario on mind:
You’re leading a little company with a projected forecast for growth in another 18 weeks ) You have to hire an operations manager for a expanding team. You have a look at your talent pool and also understand there are those that are willing to become leaders. In reality, the very first person who comes to mind is Jen. She’s a tough worker. She works tirelessly to get all done. You expect to provide exactly what you want, if you require it. She knows the company inside and out and you can’t think of a better individual to step-into a leadership job and conduct your operations division.
However there may be a few red flags to consider first before you market Jen:
Initial red flag – your understanding capital might be risk. Jen is a master in company operations. She understands what it requires and knows the ideal people to get the job done. But all that understanding is at Jen's thoughts. You want to fill the gap which will be left in her place. Spread out the understanding one of the staff using a procedure which summarizes exactly what the job is, that does the job, the way to perform the job, and approaches to enhance and grow. Take additional time to map out the procedures, roles, duties, and hand-off's. By this way, you may save yourself time in the future and can also help the individual back-filling Jen's place.
Secondly red flag – Jen is a practical expert. That is where she excels and where she’s an advantage to the group. But, leading a staff is extremely different compared to doing the job yourself. This is a chance for you to equip Jen with leadership development training. Give her space to step away from daily activities and actions so that she can start to believe strategically and creatively using a training partner.
Third red flag – does Jen actually wish to be a pioneer? Perhaps you alluded to it a couple of times, and she seemed interested. Are you sure placing Jen at a leadership role is the ideal alternative? Can it be something that she actually wishes to do? If she's not the ideal individual for the function, you conduct the risk of an extremely bumpy 12-18 weeks ) Worst case scenario – you begin all over again with a brand new leader and extra transition period.
Before you make a fast decision about boosting Jen, think about the following:
- Create solid work procedures so that your knowledge capital is secure.
- Speak with Jen about exactly what it’s really wishes to do next. Partner with mentor and her her as she believes her future career objectives.
- Locate a professional trainer for Jen so that she could identify her strengths as a pioneer and transition her believing into a direction paradigm.
Take account of your prospective leaders at the moment. Learn your critical procedures, think about the true talents of your group, then make a determination about the leadership function. It could take a bit more time up front, but it is going to save a tremendous quantity of time, effort, and money in the long run.