Many employees make the same mistake: They promote a highly technical or experienced worker into a management role without consider that person's ability to manage. The results can be disastrous.

If you want to create management depth in your department, you must first identify the skills needed for success. But looking at a job description may not really help. These skills are often described in vague terms like these:

·          good leader

·          good communicator and listener

·          problem solver

·          shows initiative

·          follows through

·          resolves conflict

·          works collaboratively.

A better way to assess management potential is to watch for clues as employees approach challenges. In the following examples, employee #2 is clearly management material, while employee #1 is not.

GETS THE BIG PICTURE

In a departmental meeting, you establish new production goals for the team.

Employee #1 responds: "I can't believe they are making us do more work."

Employee #2 responds: "I understand why the facility needs higher production. The customers have higher needs than a year ago. We'll just have to work smarter."

VISUALIZES CHANGE
In the same meeting, you describe a new vision that will change the way employees do their work.

Employee #1 responds: "I don't see why we have to change. It's worked this way for the last five years. Why can't it work the same way?"

Employee #2 responds: "I'm excited that the new technology will help us do our jobs faster. This will allow us to work on more cost-saving projects."

SOLVES THE PROBLEM

The current workflow process hasn't been working for years. You've tried a variety of solutions with no success and turn to employees for their ideas.

Employee #1 responds: "We've tried everything and there is no solution."

Employee #2 asks her coworkers what's taking the most time and finds out that some documents are being handled more than once. She then combines her coworkers' input with her own observations to create two or three solutions.

ASKS FOR HELP

The information technology department has implemented some new computer screens that employees must use immediately. The employees are confused and have many questions.

Employee #1 complains and decides not to do the work until training occurs.

Employee #2 contacts the IT department and tactfully asks for help in completing the screens. He acknowledges the IT employee and manager with a follow-up e-mail.

LEARNS FROM MISTAKES

Two employees make the same error and communicate incorrect information to a customer.

Employee #1 continues to make the same error repeatedly and doesn't correct it.

Employee #2 recognizes that an error was made and identifies why. She immediately contacts the customer and corrects the information. She documents the correction in the training manual so the same error isn't made again.

WORKS WITH GRAY AREAS

A new employee handout is distributed and there is less detail than the previous handbook.

Employee #1 responds: "I want to know exactly what happens during the disciplinary process."

Employee #2 responds: "Each situation is different t and I can understand a company not wanting to document exact disciplinary procedures for every situation."

COMMUNICATES GOOD AND BAD NEWS

Employees in the department have conflict with different communication styles.

Employee #1 complains to the manager.

Employee #2 encourages other employees to talk about what's bothering them. He gets involved in helping resolve the conflict by listening to their concerns and suggesting alternatives.

An astute manager can recognize clues when an employee shows management potential. Once you see that potential, you can develop the employee using coaching, projects and learning situations.

Watching employee #2, you'd find that it wouldn't take much to develop this rising star.

Sue Romero is a human resources consultant and facilitator specializing in employee relations issues, manager coaching, management and team training. She has over 20 years experience coaching managers on enhancing their effectiveness. Her Web site is  www.romeroconsulting.com.