Tag: promotions

“You don’t have what it takes.”

Those are the devastating words that Miranda, played by Meryl Streep, delivers in The Devil Wears Prada 2. The head of Runway telling Emily, played by Emily Blunt, that she should never run the magazine.

It sounded very familiar.

Leaders telling the people under them that somehow and for some reason they are not ready.

No leader truly knows what their people are capable of, and they shouldn’t pretend to. Just because you are successful and in a position of power doesn’t mean you know anyone’s true potential, what is in their heart, what they have gone through, or what they can accomplish.

You only know your story, and when you make assumptions, you are just projecting your story onto others.

It may seem like you are sharing wisdom or sound advice, but it can be a crippling put-down.

It reminds me of when I started at a company that was four years past its IPO. Nearly all of the accounting department had been hired after the IPO. When I joined, I was told that if I had any questions, I should reach out to this person. Let’s call her Claire. Claire had started long before the IPO and had moved around to different departments within accounting. She knew where the bodies were buried. She was also nice and helpful, per everyone who spoke highly of her.

She was on vacation during my first week, so I looked her up on the company directory. You can’t imagine my surprise when I saw that Claire’s title was “Staff Accountant.”

Miles below most of the people who had sent me in her direction for guidance. What had happened?

I got my answer about Claire when I dealt with the same issue. It was the Controller.

The Controller took the company public in her mid-thirties, after working there for several years. This was her second job out of college, so she had obviously been given opportunities long before she was ready. Yet she didn’t pay that forward.

She was the leader who would tell everyone they were not ready. Not in a mean way, but worse… in a hushed voice while leaning forward with concern. The form might have been soft. The results were prickly.

If I had been more experienced when dealing with her, I would have pushed back. Why? What in my current experience made her think I was not ready? What did “ready” mean? What did I need to achieve before I would be ready? These were all important questions that she never answered.

She would just deliver those words, “you’re not ready,” and call it a day.

After the Controller moved on, Claire finally had the chance to be promoted. She moved quickly and was a manager within a year, doing a great job.

I left the company to look for my next move. As I started working at my new company in my new role, the one that had been long denied, I wondered: what exactly wasn’t I ready for?

I’ve also been on the other side. Misjudging someone who worked for me.

He was a Senior Accountant who delivered quality work but always late. I remember getting really frustrated with his chronic delays. In accounting, there are so many dependencies that one late entry creates a ripple effect throughout the entire close.

I included him in setting the deadlines, to make sure I wasn’t creating unrealistic expectations. Nothing worked. He would promise to deliver by a certain time, and he would miss it. Every time.

I had to confront him. What was going on? What was he missing?

I found out that for months he had been providing ad hoc reports and deliverables to an executive.

I told him to forward her next request to me and that I would handle it. Once he was free from this extra work, he was able to start delivering on time. But for a minute there, I thought he was underperforming when in reality he was working harder than the rest of the team.

Not everyone who wants a promotion should get one. But people should be allowed to find out for themselves if they are ready or not.

Just like with investments, past human performance, good or bad, is a poor predictor of future results. Instead of playing the all-knowing leader, I prefer to give people a chance. Maybe not the full job, but an assignment or a piece of the work they want. If they are not ready, most people are smart enough to realize it.

On the other hand, there is a good chance that people, when given the opportunity, will impress and surprise you.