| Leslie abruptly resigned from the company a month | | | | not the actions of an individual who was not motivated |
| ago after working there for 6 years. Just after New | | | | to succeed. So what happened? |
| Years, Leslie was promoted to Manager of a medium | | | | An exit interview, conducted by the HR Manager after |
| sized department in head office. Everyone in the | | | | the resignation had been accepted gave some clues |
| department was in favour of the promotion, felt it was | | | | to the reason for the departure. |
| deserved and was ready to fully support their new | | | | The job of Manager required Leslie to perform tasks |
| manager. | | | | that had not been done in the past. Sure, the |
| Let's take a look at how Leslie got the promotion. One | | | | mechanics of how the work of the department was |
| key element was attitude. Talk about a "can do" | | | | done were mastered over the previous five years. |
| attitude. Over the years, anytime there was a | | | | However, there had been no opportunity to fulfill the |
| challenge put forward, there was Les, front and centre. | | | | role of Manager on an interim basis during absences |
| "I can handle that" was a common phrase heard from | | | | of the previous Manager. In fact there was no formal |
| this positive employee. In fact, many times there was | | | | training program for managers in place at all. |
| not even a second thought given to offering the | | | | The company had always assumed that if you could |
| challenge to another employee. | | | | do the job yourself, you could be a good manager. |
| What about Les's aptitude for leadership. Again, | | | | Unfortunately, this was not the case with this individual. |
| nothing wrong there! Profile after profile showed | | | | The desire and motivation, the attitude and aptitude |
| nothing but positive scores on all aspects of the skills | | | | were all present. What was not present was a |
| on the company leadership matrix. | | | | catalyst to put that all together. In other words, a |
| An additional consideration for promotion was the | | | | formal leadership development program. |
| individual's performance over the past 24 months. | | | | So, where is Leslie now? Well, at last check this highly |
| Again, based on the corporate rating system of 1 - 6, | | | | motivated and knowledgeable employee was |
| Les was right there with a 5.45 average rating. | | | | engaged in a Management Trainee program with the |
| So, was it a motivation issue? Was Leslie perhaps not | | | | competition. In fact, it is rumored that Les is one of the |
| motivated to perform in the new role of Manager? Far | | | | best trainees they have had in years. |
| from it? Nobody gave it more of an effort. Here was | | | | Do you have a Leslie working for you? What are you |
| a Manager who came in early every day; worked | | | | doing to ensure that you do not have a resignation |
| through lunch then stayed late. Definitely, these were | | | | within months of a promotion to Manager? |