Building a leadership pipeline is hard, especially when it means promotions at middle and senior manager level. If you are running a business, unit or function, chances are, you consider every managerial promotion a calculated risk - and are concerned about the problems your promotee would face at the next level.
We wanted to fix on the major hurdles your managers face when moving up to larger roles, and what you could do to help them overcome those. As always, we went to our clients for answers. With inputs from CEOs and heads of departments, as well as their HR, we identified three key concerns. These apply to middle and senior managers, moving up to the next level, to new responsibilities or control over a larger chunk of your business.
The latter part of the post presents a solution to these concerns.
Many of our clients believe the best way to get over these is to let their managers wear their bosses shoes, so to speak, for a while before they assume responsibilities. Well-researched, ably-facilitated, tightly-curated simulation workshops let them do just that - experience increased responsibility in a risk-free environment which is nonetheless complex, realistic and intense.
Packed with scenarios that require tough,trackable decisions, and amply supported by tools to adapt to the changes above, a good program gets your managers ready, in mind and on paper, for their new roles.