CASE STUDY: After six months on the job, the newly promoted mid-level executive is upset after a lackluster performance review.

"I just can't believe the performance rating I got in my review. I've been putting in 60-hour weeks since my promotion to ensure that all the work gets done. I check up on all my staff constantly and give them very specific technical directions to make sure the department's work is of the highest quality. I've made sure that we have exceeded all of our performance targets in terms of quality and volume, and this is the thanks I get!

"Sure, a few of the employees in the department have been a little upset with some of the changes and the workload. The way I figure it they just need to get over it. If they can't keep up then they should transfer out. We've got a job to do here and targets to meet. I don't have time for deadwood in the department.

"Before I got promoted my section was always the top performing area in the department. Now that I'm in charge of the entire department my focus has been to bring the rest of the people up to snuff. As far as I'm concerned I'm here to lead this department to higher levels of performance. I just don't understand why I got a poor performance rating when the department is exceeding its targets."

How would you counsel this mid-level executive?

An Outline of the Issues for Consideration:

The mid-level executive in the case is totally focused on the technical and production aspects of their job and is overlooking critical leadership components of their new role.

While first level supervisors should be primarily focused on technical and production issues, as people move up in management they need to shift their focus and spend more time and effort on people management and development, and strategic considerations.

The mid-level executive in the case is still behaving like a first line supervisor and is seriously lacking in leadership skills and focus.

• Their leadership style is authoritarian with no attempt at participative management. This is insulting to most employees, is demoralizing, and over time typically results in high employee turnover. A more participative and engaging approach is required.
  
  
• Performance targets are being met through an intimidating management style, an aggressive approach to goal setting, and unsustainable time commitments to the job. Low staff morale, a lack of creativity and contributions, and employee turnover are the usual products of this approach. More appreciation of work/life balance and a more realistic approach to goal setting are required.
  
  
• The use of a directive style of management will alienate staff. More use of effective mentoring and coaching techniques is needed to promote ongoing staff development. This will encourage more proactive contributions from the staff, and typically results in increased productivity in the future.