In a previous episode, Melanie Pump talked about how insecurity fuels defensiveness, envy, stress, and anxiety, and in general, decreased feelings of psychological safety in the workplace.
Today, Melanie joins us once again to talk about one of the things that fuel insecurity, and that is putting people into the wrong roles.
She also talks about how this mistake can impact the company culture, and how it can lead to other problematic behaviors such as micromanagement and an inability to delegate which can greatly affect teamwork and output.
Topics covered in this episode:
In this episode, we discuss:
[03:50] How insecurity impacts workplace culture
[05:36] How skilled people may end up in the wrong role
[08:50] Picking out the right candidate for promotion
[10:36] What to do if you promoted a person to the wrong role
[15:07] How to manage employees as your company evolves
[21:02] Creating systems that put the right people in the right roles
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Melanie Pump grew up in a family that went bankrupt soon after she was born. By fifteen, she was a high school dropout. Today, she is Chief Financial Officer of Plank Ventures, a public investment firm that supports entrepreneurs.
During her more than 20 years of progressive corporate experience, Melanie has studied the impact leaders and workplace cultures have on employee security and performance.
Through her work, Melanie learned how to shape a corporate environment to create powerful teamwork, authentic communication, diverse creativity, and heartfelt loyalty. Melanie currently serves as the Chief Financial Officer of Brane in Vancouver, Canada.
She wrote her book, “Detox: Managing Insecurity in the Workplace” to help leaders and employees everywhere to learn how to truly thrive.
How People End Up In The Wrong Roles
One of the most common reasons why people end up in the wrong role is overpromotion. We all aim to help people grow within our organizations, but if we’re not thoughtful about it, we might just end up promoting someone who is not ready or who is not the right person for the role.
Nepotism is certainly another factor. This is where somebody gets into a role because they’re favored or because they’re your friends or family. So you might put that person into a role because you like them, but actually, they don’t have the right skill set to be there.
People Who Get Promoted Need Support Too
Oftentimes when people get promoted, it’s often a bit of a sink or swim situation. So we do need to really make efforts to provide the support and training they need, and to have open, transparent conversations about the role that they got into.
Creating Space For Growth
When you put someone into a role but you’re not really sure about that decision, like you’re just giving somebody a chance to prove themselves, you have to make it clear to them what their role is and what is expected of them.
And also, assure them that if it does not work out, it does not necessarily mean it’s a failure. Because we have to understand that getting into any new role is not comfortable and is outside a person’s comfort zone, so they will need that kind of support and understanding, and being appreciated for trying.
Links and References
- Conversational Intelligence: The 7 Deadly Sins of Leadership with Jennifer Thornton (podcast episode)
- Detox: Managing Insecurity in the Workplace with Melanie Pump (podcast episode)
- Beyond the Board: How to Achieve Your Vision Board Goals in a Fulfilling and Sustainable Way with Rebecca Gebhardt (podcast episode)
- Good to Great by Jim Collins (book)
- Detox: Managing Insecurity in the Workplace by Melanie Pump (book)