Recognizing exceptional performance through well-deserved promotions remains the favorite win-win situation for any employer-employee relationship. Let’s face it, most people work hard so they can get that coveted next level (higher you are placed on the food-chain, the better the quality of food ), and most organizations prioritize organic growth over hiring from the outside (it just makes so much sense on so many different levels). Trouble is, even today, most organizations stop right there in their efforts towards employee growth and career development – they promote to the next level in recognition of past performance, trusting (and expecting) that the incumbent will continue to deliver exceptional results. That’s where their ‘trust’ often turns into ‘tension’ for their newly promoted managers.

Skeptical? Consider this: A recent CEB study found that 60% of newly promoted managers fail at their jobs within the first two years.

And why not, considering that a new role comes with new responsibilities and often with the added challenge of managing the performance of other people in addition to one’s own. With every step on the succession ladder, employees are asked to contribute meaningfully across a spectrum of the organization’s needs, and to do this successfully, requires personal initiative and organizational enablement. Success in a new role is easier when there is active effort from the individual towards up- skilling and self –development with the necessary support from the company.

However, most organizations stop at the point of promoting and seldom work on enabling the transition or encouraging personal initiative, and the results become apparent in just a couple of years, leaving leaders to wonder just where their organic growth efforts went wrong. They question the talent identification and initial grooming process, but tend to skip out on taking a deeper look at the ‘role- seeding’ activities that are usually missing from the Learning & Development assessments for new managers. The real gap though, is often on post promotion enablement, and not in the decision-making process.

We understand that employee development is a continuous process and is most critical when there is a transition phase in careers. Our suite of learning and development activities is geared towards setting up your newly promoted managers for success in their new roles by inculcating in them a greater sense of ownership and accountability, and a willingness to work consistently towards their own success by taking the right initiatives at the workplace. We use the power of the experiential learning process to bring about deep and lasting changes in how new managers think, feel, react to the everyday realities of their new assignments and responsibilities and we also enable their supervisors with easing this transition period. With experiential learning based training interventions, newly promoted managers find it easier to bring about the right changes in their approach towards reacting to workplace situations that they have to deal with as part of their enhanced role. They also understand the criticality of personal initiative and self-development, in ensuring their own success and continuous career growth.

Managers who make the leap to becoming Leaders, empower the whole organization to grow – we know it, we understand this, and we support you towards this goal of continuous development and success.