Thanks for your management and thanks to have identified this young man for his good skill. So first share with him to find out his hidden managerial... skill this will help you to rightly decide what to next
Second prepare him for a management training if want to make him a manager the time to come
Thanks  more

Thanks for your management and thanks to have identified this young man for his good skill. So first share with him to find out his hidden managerial... skill this will help you to rightly decide what to next
Second prepare him for a management training if want to make him a manager the time to come
Thanks  more

Did you ask him if he was ready for that kind of promotion?

He needs coaching to be a leader in the first place. As the employer guarantee his job security so that he coaches many more to achieve as much as... does without fear that someone will take up his job. Then as a manager he will do more with his junior staff as a coach. I have no problem sharing one on one with him given an opportunity so that he continues to grow his skills as he also helps others.  more

i would give him the opptunity and the managemet course is ideal.

Consider this option of taking him for management course. But you also need to first help him realize why there's need for him to take up this course.

You need to train him on teamwork, since he is excellent bringing an outsider will remove the zeal in him. so training him will motivate him work... harder.  more

I worked in a freelance setting so I often had younger adults managing my department. Management is a separate skill and often times an older more... mature adult with life experience and a better understanding of priorities serves as an excellent manager for the employees and company bottom line.  more

yes . Management is a different skill set . Its scary for certain people to delegate task bec they are afraid of them making a mistake. It requires... patienec more

This is very common; top individual performers tend to keep “doing the work” that made them successful.
Definitely send him to a program for new... managers.
Also, understand your role as needing to coach.
The individual needs to grasp that his new responsibilities are not only a reward for a job well done, but a desire to develop him so that he can continue to take on roles of increasing responsibility and enhance his value to the organization.
Clarify that his role has changed. In his new role, success isn’t measured by what he can produce personally but by his ability to empower others, build team capacity, and cultivate a positive working culture. He’s moving from a “creative doer” to a “multiplier of team effectiveness.”
Training is necessary, but not sufficient. Pair formal learning with regular coaching and mentoring. Check in regularly to discuss his successes and roadblocks. This isn’t about “fixing” him—it’s about giving him the tools to translate existing strengths into people-leadership skills.
Investing in his growth shows you believe in his long-term potential. If, after training and support, he still struggles, you’ll have clear data on whether to hire externally or return him to an individual contributor track.
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Managing yourself and managing others are two different skill sets. In my businesses I have found that we need to asses peoples behavioral strengths... and then if leading others makes sense we have to help them build Leadership skills as needed. more

I think that in the business world, there is a tendency to “reward” a good individual performer with a promotion to a position where the person... suddenly needs to demonstrate management skills that they had not previously demonstrated in their former position (and may not actually possess). You took someone who was productive and made their job suddenly more difficult, because you hope that they will magically sprout wings and defy gravity. It doesn’t make sense. My advice it to keep people where they excel, or you run the risk of fostering burnout and lowered productivity. more

I think giving him direct reports should have been discussed before doing so. Is he interested in managing? Some people are great in their roles and... not interested in people management? If he is interested management course would be useful for him. more

I believe you're overthinking this and maybe you both would benefit from management courses. Effective communication is key in building trusting and... effective relationships. Many managers see great qualities in a person but don't really know if the person is ready to be a manager. I believe in having a conversation about the reason for placing two people under him to supervise means distributing work and evaluating their performance. Also, you as the manager should feel empowered and confident in having uncomfortable conversations to get the results you need. Just my two cents, the "young man" note wasn't necessary and can come across as discrimination.  more

sit him down but also send him for that course

That is the struggle a perfectionist goes through. I am one such person we deal with the fear that the person whom you have delegated to will not do... it as good as you wanted and at the end of the day you will redo the work to your perfection hence why waste time. I have a problem delegating too I do it but with a pinch of salt for the fear of imperfection and the waste of time trying to tell someone how they should have done it ...twice or three times .  more

I would sit down with him and open an honest conversation about the situation and what he wants. It sounds like you wanted to do a good thing. That's... awesome! But what does he want? What does he need to make him thrive? Only he has those answers.
A redirection could fix tge problem, preserve a good employment relationship and create a winning situation for all.
Good luck you got this. 💜 more

even with the mgt course, he may make some improvement but we should be looking at building the passion and plotting management strategies that are... applicable. certainly, he may be scared that the people around him are not as good and productive as he is, and so trust issues pop in. Surely, he may require a mentor, someone who comes in for some time and is able to create that cohesion and quick learning atmosphere for him. he is a great asset. more

Even before taking him for the Mgt Course (which is a very good idea), try having a sitting with him, prioritize his main tasks and guide him on which... tasks he can easily delegate to his juniors (but supervise their performance). This way, his workload will reduce and he'll find it a better way of working. Thereafter, take him for for at least one-month Mgt Course where he'll learn a plethora of better skills including Delegation. When he's back, he'll most likely be a polished employee. Thanks you more

It would be good to start with awareness on both sides what each participant perceives and thinks. Does he know you what you expect him to delegate?... More than once, I had a completely different idea about expectations of me from permanently absent in a different time zone supervisor, who was complaining of the final result being completely different, as if we had never talked about work in the first place. more