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Why Your Best Employees Don’t Deserve To Be Managers

You 'd think we' d know now – just because someone is fantastic to do something… doesn 't they' medium; king equally as good for others to be able to do that same thing. After all, the set of skills required to perform a specific profession – if it 's hydraulic system, work hairdressing, engineering, selling, teaching, explaining or whatever – is entirely different from the skills required to direct the people. However organisations persist in promoting the "doers" in the roles of the administration. These promotions are under the best-suonanti, more money, more rights, more prestige and… the most responsibility. It involves doing less – perhaps any – of "technical" functions that the controller has done previously and more (or all) audit work of others. In a sense it 's logic – a manager who used to do the work himself should understand what his staff need time to do the work. And yes, there are many leaders who are just as good if not better, to direct others are making because the real work. In fact, many managers prefer to lead rather than do. But, as mentioned above, there 's no reason to suppose that a good doer will automatically make a good manager! Now, this isn 't to say that a pyramidal structure – where many are directed by the few – one thing is necessarily defective. As a delegation or a management structure that works well for many companies. But when I get more pay and other rewards is contingent on being a good manager, it 's inevitable that people try to obtain and get promoted in the roles of the administration – regardless of whether they have the talent or passion by directing. The result? Abundance of those responsible unhappy and ineffective. Abundance of people frustrated that works for those responsible ineffective. And an organization that isn 't that performs to its optimum. Doesn 't has more meaning so that people do the work they enjoy and are good at? To reward for to obtain better and improve on that work, rather than just pagandole more if they make a step "up" the administration… where they can generate as little value to the organization? Isn 't remain the richest committed more important in the field that sells… that dimenandosi in the office, struggling to organize and motivate your staff? Doesn 't a teacher makes more formidable for his students, herself and the school remained nell'aula, which costs his time ago that the work of office and trying to lead other teachers? Fortunately, some organizations have seen the light. Legano major prizes to greater responsibility and greater performance within the same role. Indeed, some companies like Bank of Investment, are renown for payment traders and sales people much, much more than the people who directs them, simply because, according to the bank, traders and sales people generate more value. Of course, as "managers' advocate 's, not ever suggest that responsible shouldn' t be compensated is good, particularly given the challenges of the people in charge. But to be productive and beneficial as possible, organizations should link more pay and rewards to greater accountability and performance, whatever the role. That way, they 'll have the people do and be their best. So if you 're responsible for "promoting" people, ask him to think twice before promoting your best people in the roles of… love and work well and make a. Instead, consider whether you can enlarge, or giving them more challenges inside, their current role? Or, if they 'the VE performed particularly well, you can give them compensation or some other special reward to recognize their efforts? Of course, if you work for someone else, you can be restricted in terms of what you can… but if that 's the case and you' re committed to stay with your current employer… it may be time to start a revolution!

Anna Johnson

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