Year after year, following the annual increment and promotion exercise, I have spent many painful hours wiping away the tears or merely giving the shoulder to colleagues, who were expecting to be promoted but were not. The consoling part had to be handled with strong elements of empathy. Rarely does, ‘counselling’ work because all logic and rationale is repulsed by the strong wall of despondency.
MANAGEMENT
Year after year, following the annual increment and promotion exercise, I have spent many painful hours wiping away the tears or merely giving the shoulder to colleagues, who were expecting to be promoted but were not. The consoling part had to be handled with strong elements of empathy. Rarely does, ‘counselling’ work because all logic and rationale is repulsed by the strong wall of despondency. It is a difficult part of a supervisor’s job to manage such disappointments. The coward supervisor will try to wriggle out by remarks like, ‘I recommended, but it is management’s decision ‘or’ the head office knows best why they didn’t promote, despite of my strong recommendation.’ They just pass the buck. But does that satisfy the passed over colleague? No. I have personally witnessed anger and wrath spewing out from emotional outburst from those who were passed over for promotions. To add to the many dimensions of managing expectations, the manager has to contend, callous behaviour from the type of colleagues who themselves weren’t in the run for promotion but are upset by the promotion of others- here, only failures are rewarded, is their slogan year after year. Comparisons are odious.
How should managers handle such situations? Take on the challenge or hide behind remarks like,’ policy decision’; ‘don’t understand why you weren’t considered despite the assurance I had from the committee’. Such managers brush off with these brazen remarks; sometimes even the Board is not spared to point a finger. Some managers react with rebuke and disgust- ‘I don’t like your face’! if my readers think that I am exaggerating this particular response- let me narrate a dialogue, a real one, not imagined or concocted or even rephrased- the victim (employee who received a lower amount of salary raise to the supervisor: “Sir why have I received such meagre increment?” Supervisor: “Because you are bald and I don’t like bald people!” The employee/victim: “But sir, Mr AK is also bald and he got a better raise than me, although our performance is marked the same on the rating scale.” The supervisor: “Yes but AK looks good even with baldness and you look awful!” Case dismissed!
Props a question, is the desire for recognition, good or bad? I believe it is an inherent human requirement; in fact, even in the animal kingdom recognition is responded. Stroking the cat’s or horse’s mane, makes the first roll at your feet and the latter runs faster when called upon to. It is easy to conclude that recognition propels better response in terms of positive results. So does a promotion to the next level.
Is promotion to be seen and used as a motivational tool? The answer is yes with a proviso not in each and every case. The movement to upper echelons of hierarchy bring more challenges to an individual, which escape the prospects attention due to the smoke of passion that surrounds his quest to achieve the promotion. The manager must engage with the reports to make them realise that while promotion certainly is a good motivator but it has limitations of time and situation. When our parents serve us what exactly propels their motivation? They seek recognition. No. So what is it? An internal combustion of positive motivational energy, whose bedrock is the ‘unexplainable, intrinsic, inherent love’! As managers can we inspire our colleagues towards development of internal tools of motivation?
To achieve inner satisfaction no individual is dependent on recognition but that is a higher plane of existence that comes with age and upon basic satisfaction of the fundamental needs for the person and the family. At such pedestal of understanding you think, say and do acts that provide inner satisfaction and inner peace. In the limited parameter of youthfulness and age, indeed promotion and recognition, are significantly important tools of motivation.
While accepting that promotion is a one of the necessary tool of recognition it is manager’s duty to explain to colleagues, the importance of lateral movements vis-a-vis a regular mere vertical growth on the ladder. Not every movement up north is an opportunity for real career growth- it may ultimately leave you with strong gaps and inadequacies which are only had if the vertical growth is healthily combined with lateral movements across the breadth of the organisation. The climb to apex must be a zigzagged route to pursue and not a straight line with no bends or twists. Driving on dreary straight motorways, does not challenge the skills of the driver, but indeed it does when you climb the narrow winding and deathly cliffs of the Swiss Alps or even a straight journey to Lucerne from Zurich! Similarly, multiple skills covering a wide area of the organisation are tools essential for promotion and growth.
Colleagues mistake minimum standards as major stepping stones for quick recognition and growth. Punctuality, hard work, dedication and responsible behaviour are a given thing; these do not warrant recognition, through promotions; have experienced comments, like, ‘I should be promoted because I never ever avail my privilege leave’. My reaction is, so why don’t you? I consider it a negative tick on the score card of an individual who does not avail his annual leave- it only proves that not enough time is being allocated to family and that element I sincerely believe someday catches up on the productivity of the best of workers. And above all do such remarks and attitude make a case for promotion?
Availability of enough space on the corporate ladder is a factor to consider while promotion takes place. The succession policy of the organisation will determine now creation of room on top can happen and in what time span?
Personally, I am deadly against promotion based on the number of years spent on an assignment. This is like pushing the growing incompetence to higher levels! The important thing for those vying for promotion is to do that extra to stand out and be counted upon; so that when there is room at top, the candidature to the post is at least assured.
Promotion on a standalone basis cannot be a true reflection of virtue. When overlooked for promotion, revisit alongside your manager the specific KPIs (Key Performance Indicators) if they are the basis for losing out on a promotion possibility. This will ensure prevention of its recurrence. Insulate through agreed objectives with the supervisor. All sweet fruits are very better first.
A manager is expected to explain with patience to colleagues that promotion comes with greater uneasiness and heightened accountability. They must know the challenge and not be unwisely lured by the perks and benefits of promotion. Here the candidate must judge his own state of preparedness for a higher responsibility. Sideways movements on the organisation’s chess board will allow discovery of new talent and unleash fresh potential.
In case of being overlooked for promotion do not let resentment affect your attitude and productivity. The skill gaps must be recognised and filled with speed through dedication and employment of positive energy. Remain a team player, don’t become a hermit or recluse.
Every medal has its reverse. The sword of justice is sharp it cannot slay the innocent. Work with faith and hope.
The writer is a senior banker and freelance columnist
