How to know if someone is manager-ready
- Mumbai protests: Students block railway tracks, demand jobs
- International Day of Happiness: Money can buy you happiness, but only to a certain point, says Raj Raghunathan
- Mid-cap IT is growing faster, but what about risks?
- 39 Indians missing in Iraq since 2014 declared dead, confirms Sushma Swaraj
- International Day of Happiness: India’s diversity makes its millennials happy
When you’re hiring a new manager, the stakes are high. You need someone who can effectively lead people, manage a budget, liaise with upper management—and, usually, do it all from day one. But what if a potential hire doesn’t yet have a track record in doing all of the above? Would you hire or promote a star player into a management role if he’s never managed anyone?
To gain some perspective on how to handle this kind of challenge, I reached out to some management experts for their point of view on the skills and personalities to look for.
An important thing to look for in this situation is an awareness of the nature of management. Moving into a management role requires divesting oneself of some individual contributor duties and taking on new duties as a team leader. If the new manager doesn’t fully understand that, he might hold things up by:
—Doing tasks that should be delegated to team members
—Taking back the tasks that he has delegated because he believes he can do them better
—Undercommunicating with direct reports, making them unsure of their duties
—Micromanaging in a way that doesn’t allow team members to expand their own capabilities
A good way to gauge whether a candidate understands the role is to ask what he thinks management is about, and what specifically he would strive to do in managing this particular team.
It can be helpful to ask what other management experiences he has had outside of work: leading an athletic team, a school literary magazine, a squad of volunteers, a large number of younger siblings? He may have gained a very useful view of effective management in any of these former roles.
It’s also important for both the candidate and the team to understand the critical elements of management in this particular organization. What’s the organizational culture, what kind of professionals work here and what are the constraints or resources in this kind of work? This sort of information may be better understood by an internal candidate, of course, but an avid, promising outside candidate will have researched these elements of the job, or at least will know the right questions to ask in the interview process.
If you’re considering promoting a member of your organization, you can ask him or his co-workers for examples of the above-mentioned management characteristics and skills. Ask questions such as:
—When have you had to increase your self-awareness in order to assure that you could move something forward?
—What do you view as the challenges of managing this team at this time?
—Have you managed a group outside of work that helped you learn something about management?
—Who among your co-workers has already seen your ability to manage a group and a project?
—How would you prepare to move from your current role on the team into the role of team manager?
—How have you developed your people skills?
—How would you balance your attention to the big-picture goals and your team’s everyday implementation of them?
By considering these issues and by listening, observing, questioning and discussing the potential of this candidate with others, you may conclude that he could be a talented and effective manager. And if that’s the case, you want your decision to hire or promote him to be a successful one.
That’s why you need to discuss the resources you can supply to assure that the new manager will flourish. You can tell him that you or someone else will be available for mentoring, that there will be regular check-in meetings, that he should remember you want him to succeed, and that it’s quite all right to acknowledge the ups and downs of becoming a good manager. After all, every manager had to take the first leap into managing people—and someone had to take a leap of faith with him.
Anna Ranieri is an executive coach, career counsellor and speaker. She is the co-author of How Can I Help? What You Can (and Can’t) Do to Counsel a Friend, Colleague or Family Member With a Problem and author of the forthcoming Connecting the Dots: Telling the Story to Advance Your Career.
©2016 Harvard Business Review. All rights reserved.