Managing to Make a Difference

Chapter 22Don't Sit on Good People

As a manager, you may find it most difficult to meet people's needs when doing so could have a significant negative impact on you. Here is an example of what that might sound like: “I know he wants a promotion, but he's doing such a great job where he is, I need him to stay in that role.” Whether you have said it yourself or heard another manager voice it, this kind of attitude and action from a manager has the potential to kill engagement in the people you want to retain most, your best and brightest. Here is a cautionary tale:

A Successful Manager Leaves

A restaurant manager who worked for one of my clients ran the number one restaurant in the company, according to both objective metrics (including guest and employee satisfaction scores) and subjective evaluations from executives. This restaurant was number one for four years in a row, and Verna was the manager all four years.

She clearly stated to her supervisor and to her supervisor's boss that she would like expanded responsibilities—specifically, a multidepartment leadership role. In her company, that would constitute a promotion. She had the skills, knowledge, and talent necessary to take on those responsibilities, and she knew it. Furthermore, she developed an individual who was ready to lead her department when she (the manager) left.

The executives in her company chose not to give Verna the promotion. They were worried that if they transferred her, the department's performance ...