40% of managers who are promoted perform less

Over 40% of managers perform less well when they change jobs or roles within the company. However, according to a study conducted by the Corporate Executive Board, these managers can succeed if they manage clearly what they call "the paradox of success quickly."

In the business world today, the pressure for new managers produce a quick contribution is enormous. According to a survey of more than 5,400 new officers, 40% of those making less or worse when they are in a transition to a new position, affecting the productivity of nearly half the workforce of an organization in a year.

These managers were asked about what they were focusing on, what behaviors exhibited and how they gained their first month of work. They were also asked to score each performance of their teams. The result has been a series of patterns that distinguish managers who thrive in his new position of those who do not.

Although this study has shown that getting a "quick win" is perceived as critical, managers who get a "victory" in his new post early are more likely to "derail" in the future. They fall into what the study calls "the paradox of success quickly."

According to an article in Harvard Business Review, the most common behavior associated with the failure of the new position is the tendency to drown in the miniscule. In this carreblankra unbridled success, the manager seeks to highlight a component of his new job. By putting the focus so intently on a single purpose, neglects broader responsibilities.

These managers feel the urgency to prove their worth to their new roles, they can succeed, but lost in destructive behaviors such as focusing too much on the details, react negatively to criticism, or jump to conclusions. These behaviors undermine their long-term success in his new post.


Collective work

CEB's research shows that the best managers avoid the risk of paying little success trying to get that fast collectively, and not their own risk. These managers work with your team to achieve immediate results. To this end, manage the change or help the people on your team to thrive within the organization.

The pattern of those to succeed in his new post agree on one thing: his ability to manage change. As new leaders, want things to move, but also understand that as a result of its rise, its new teams have to cope with change, like himself. The study of CEB believes that the transitional stages are not just the manager, but the organizations as a whole. Organizations, he says, have to invest in leadership development.

To help new managers to successfully overcome the paradox of rapid success, companies should redefine their expectations for immediate success. Recognizing the uncertainty of these transition periods for these managers and their teams, companies should develop their capacity for change, make it possible for the loyalty of those working with managers in the pursuit of that desired success.

The key, says the report, is to be realistic. Both the one hand as the other. Managers must know their limitations. Businesses, for their part, must define reasonable goals and make sure the person knows blindly promoted the work that has to play.

Training and coaching

In this sense, training and coaching play a very prominent place. The transition process should not begin when the new manager takes his new post, not before. Then there should be a support phase in which the manager would have to handle more detailed information about how the company is from that new position.

On the other hand, is key to detect failures at the same time taking place, and finish them sooner. The cost for a company that has a manager who is below its potential is enormous.

A few months ago, Trend magazine picked 21 of the Institute on a study of Executive Development which claimed a third of managers who change employers feel they have not met expectations two years after recruitment.

Then the 150 managers interviewed considered that the median time to acclimate to the new position takes between 6 and 9 months. According to the authors of the study, companies devote resources to facilitate this transition that does not serve much of anything. Other actions, such as coaching, which have a high effectiveness rate (42%).