Demote Or Develop?

I recently read a blog from Human Capital League on whether it is ok to demote a

manager to their previous position in the event that it is clear they are not suited for the position to which they were recently promoted. My knee-jerk reaction was absolutely not! and Im certain I am not alone in that initial response. But I decided to give it the full read before drawing any conclusions. The author, Dan McCarthy, made some valid points and stipulations about what conditions are necessary for the demotion to even have a chance of working.

In the end, I drew the following conclusions about the concept:

The author focused his examples exclusively on private entities and therefore,this would not work or ever happen in the government space.

If it did ever occur successfully in the public sector, it would require many more hoops to be jumped through than if the situation occurred in the private sector, with many, many more stipulations than the eight McCarthy listed.

The subject of this article offers a prime example of a common void that exists in both public and private organizations: the opportunity for leadership development.

Caveats aside, it did raise a few questions for me. First, Id like to think that people dont take promotions if they know they arent ready, capable, or well-suited for that position and level of responsibility. More importantly, I would hope that managers arent offering promotions to employees for which they arent definitively qualified and capable. I dont believe this is a particularly common occurrence, or we would be hearing much more about the constant rearranging of organizations to adjust for all the mistaken advancements.

It also got me thinking about how we tend to focus mostly on moving good employees up the ranks or moving bad employees out the dooror, in the event that they cant be fired, to an undesirable department or position somewhere in Timbuktubut we seldom look at alternative moves for them.

The reasons for that often stem from one of two factors: money or pride. Being a human capital advocate myself, I dont know that it is possible to overcome either of those things in order to demote and retain a management-level employee. Again, I return to the notion that this type of situation should be viewed not as a mistake but as an opportunity for leader development. More often, given the opportunity, employees will rise to the occasion and take on the challenge of the new position, particularly if training or mentoring is provided in order for them to succeed.

So, while not all organizations have alternative opportunities for inappropriately promoted managers, it is my hope that they provide opportunities for newly elevated employees to succeed through training, coaching, mentoring, hands-on stretch assignments, or a blend of all.In fact, I dont know how an organization would survive today without offering those opportunities to all of their employees.

by: TMGov

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