Promotion Regret is a Mirror, and Maybe, Bias
Four ideas to help you reconnect with your leadership skills in a sticky situation.
A software engineering manager is wondering, ok, well, regretting that they promoted a person. The manager does not think the employee is doing a bad job, but things could be better. There was hope this person would hit the ground running. And, now that there is an increased supply of candidates in the market, there are definitely more experienced options out there…What should the manager do?
It’s a rich topic, and mostly, it’s a topic about leadership.
Leadership involves the difficult and undulating work of removing mental barriers that hold us back from helping employees grow.
Be curious about why you feel this way over deciding that the situation is bad. Reflect inward about how you are leading the onboarding process, and look for improvement. Jumping ahead of personal reflection because you don’t have the time, the curiosity, whatever, damages your ability to lead through the situation. Perhaps you do this to yourself with other management scenarios? This new employee is somewhat a mirror of your decisions rather than someone who is disappointing on their own.
Give time and space for growth over expecting better from someone who began a new job. Depending on the situation (for example, individual contributor moving to management position), time is needed to gain experience and to practice their new skills. They need time, and they need your time, too. Hit the ground running is not what to expect of thoughtful, intelligent knowledge workers.
Regularly provide expectations and growth-oriented feedback over expecting the employee to know what to do. Ensure the expectations are reasonable, which is definitely a nuanced leadership skill. You may need to do your own research (within the organization and externally) to get a better view into what to expect for this promoted role. Share them with your employee clearly, regularly. Someone getting their head (and hopefully heart) around a new job has a lot to think about and apply. Growth-oriented feedback shows your employee the way from good to great. And, regular feedback still needs thoughtful timing.
See the new employee as brand new to the role, not as a comparison to the last person who had the role. While you give this person time and space to grow into their new role, they also need your unbiased leadership. Work to let go of any comparison bias. The past is over. Presently, you have new talent who needs your leadership and guidance.