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Complacency in your Bench Strength
As you know, the higher up the ladder you go, the longer it takes to get to the next level…Employees to Asst. Mgr, Asst. Mgr to GM, GM to MUL, MUL to Regional MUL. You tell them it will be 1-3 years and of course they hear 1 year. You tell them to do a 2 year program and they do it in half the time and they are ready to be promoted….
Is your bench patient? Will they wait for the promotion? Do you ever lose great folks because you don’t have a place to promote them to?
What do you do to prevent complacency, to keep your leaders fired up and most importantly, keep your bench from leaving you?
Is your bench patient? Will they wait for the promotion? Do you ever lose great folks because you don’t have a place to promote them to?
What do you do to prevent complacency, to keep your leaders fired up and most importantly, keep your bench from leaving you?
Tags: bench, complacency, leaders, strength
Replies to This Discussion
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Permalink Reply by Andy Swingley on -
Frankly Jeff, our biggest struggle is finding time to develop, execute, and follow up on the development plans of our up and comers. We have plenty of room for our best and brightest, I just wish I had them "more ready" before they are called up to the big leagues.
One of our values as a Company is "People Development" and I am driving that value hard. A more career ladder, focused system is our current system, we just don't execute it as well as we could.
We do keep our bench recognized and use our recruiters to stay in touch with them through the process so they stay connected during their development -
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Permalink Reply by Jeff Tenut on -
What competencies are your new promotes coming up short on?
What is the detriment to them not being totally prepared? Is it situational or the weakening of the management team? -
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Permalink Reply by Jeff Crook on -
Andy, we need to figure out what is taking our time away from following up on the developmental piece. A MUM having the "tasks" get in the way of people development is kind of like the opening manager allowing things to get in the way of he/she doing a line check. We need to look at our daily to do list and everything that has to do with people development must be a priority. Then profits and finally all the other stuff. If our people are developed to the level you expect of then, profits and excellence operations come easy.
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