They ask themselves, “how can I keep growing and learning?” Management is often seen as a path to building new skills and being challenged in a new way. What to know: As people master the skills in their current role, they are often looking to “what’s next”. While money can definitely be a motivating factor of great managers, it should not be the only motivating factor. This way you can avoid people becoming a manager simply because they feel it is the only way to make more money or advance in their career. Create advancement paths outside management: Ensure your company has IC promotion/progression paths that include increased compensation without becoming a manager.This is a great way to identify if the manager role will align or clash with motivations. The Mintable uses a tool called the Motivation Map to understand what energizes, drains and motivates people. Dig into motivations before role transfers/promotions: It is helpful to ensure you understand your employees’ motivations before any big move (lateral, promotion or otherwise).If people become a manager solely for this reason, it usually doesn’t lead to good outcomes for anyone. In a lot of cases, people see management as the only path to career advancement and increased pay. While this isn’t the most inspiring answer, it is a real one. What to know: Many people become managers for the pay raise. This will ensure a consistent foundation. Ensure all new external managers go through the same foundational training as your internal manager promotions. However, you don’t necessarily know what skills they have been taught and where their gaps are. Hiring externally is a great way to bring strong management into the company. Level-set externally hired managers: Level-set the foundational skills of external managers hired.Do not assume that strong individual contributors (ICs) will necessarily be strong managers without intentional support. Soft skills do not come naturally to most and need to be intentionally taught and learned. setting expectations, giving effective feedback, understanding motivations, building connection with their team, delegating). Up-level internally promoted managers: Ensure your internally promoted managers have the foundational soft skills to be successful (e.g.Many managers fail not because of the wrong motivation but because of the lack of adequate and consistent support and training. What to know: Most managers have good intentions at heart.
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