Internal promotion is the safest way for companies to have good managers, as decisions of recruiting internally are based on having already observed, at length, how the person behaves and acts. And the individual already knows the company as well as the job (to a certain extend at least), saving important on-boarding costs.

There are obviously less risks than recruiting a total stranger, whatever the guarantees taken during the recruitment process.

It’s not risk-free, though.

You, like all newly promoted managers / directors, will have to change, without losing your identity.

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Reverse Mentoring has been a much-talked subject for the last two years. Mostly when the subject is how to make generations cooperate within companies, as it appears obvious that ‘digital natives’ can teach a thing or two to their older managers. And this could be useful in our VUCA world (Volatile, Uncertain, Complex & Ambiguous).

One of the interesting examples is probably the under-35 years old ‘Shadow Comex’ implemented by Accor, the hospitality mega-corp (Accor Hotel Group launched a shadow executive committee).

Why stop there?

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Greta joined the company three years ago, after completing a MBA specialized in Digital Marketing and Business in Paris at EDH Group School. She entirely digitalized the business unit marketing approach. She launched a new interactive and responsive state-of-the-art website, a new App for frequent users, a social media policy – Facebook page + Twitter + Instagram daily news managed by a community manager – as well as a brand new Messenger automated newsfeed Chatbot. Bob, the operations director is very happy with Greta, a very skilled expert in digital.

But how can he keep her on board?

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image of a young manager

Should I promote or fire him?

Have you already had this hard decision to make?

When you have to decide who you will choose between several managers to become a new team leader, and thinking about this, wondering if, after all, you have the right manager team on board?

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Is it unclear who said this: Peter Drucker, Lord Kelvin, William Thomson or even maybe Master Yoda? Yearly appraisal, even when you have a nice generic questionnaire provided by HR, does not help enough to follow your people when you are a manager. Even if you do them twice a year. How do you compare two of your direct reports? How do you define what your collaborators need to work on and how they should develop themselves to better support your strategy and meet their goals?

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What do we call a real « High Potential »? How can we identify them and what should we do with them? A “High Potential person” is someone who has the potential skills to lead the development and transformation of a part of the organization. Indeed, the ability to objectively and accurately select and develop the people with a high leadership potential, and keep them on board, is critical for ensuring long-term growth and success of the organization.

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I feel didn’t get much from the management trainings I have received. It’s nice that my company is trying to support me, but “Leadership 101” or “A Good Manager Is A Good Coach”, while treating key subjects, could not really help me in my daily activities, facing my very specific collaborators. What to do then?

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