These two issues probably invade the workplace more frequently with new supervisors and managers. Aside from production, morale, and customer impact, workplace conflicts created by internal promotions can boil over to impact lives after work. Stress brought on by workplace conflicts can create a vicious cycle of disgruntled employees, disgruntled spouses/parents, and even road rage.
I recall as far back as my first job at General Electric working the “graveyard shift.” Senior management promoted a new graduate from the University of Louisville business school, who only weeks before worked on the assembly line. While I never met Bill, (his last name is unimportant) before his promotion, many knew him from his previous days.
Employees familiar with Bill talked about his “kissing up” and as a “favorite” of one senior manager. I always thought it strange they all ignored Bill’s accomplishment in college. His degree never came in the conversation. Conversations always centered on Bill and the senior manager.
Senior managers never introduced Bill to his new position, or to the workers faced from a different perspective. Senior management introducing Bill as a trusted agent to his previous workers and encouraging both to a success might have helped Bill. Ultimately, management removed Bill. The missing elements from senior managers were:
• mentoring for the new position
• a description of his new responsibilities
• frequent follow-up from management
Who is “Bill” in your organization? Recent advances in personnel require management attention. A degree, skill improvement, or seniority is not always the right issues for promotion. Add to this management missing the opportunity to engage fellow employees in the organization success can equate to failure of one or both.
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