Let's face it: not all people are created equal in the corporate world. Some make it to manager status after years of hard work - and then there are others who get there at a young age. In this day and age, new young managers are growing in number as the corporate moves toward a more youthful and futuristic direction. According to the US Department of Labor, there is a consistent increase of professionals 20-34 years getting a managerial position. In fact, 15% of them even hold executive spots.
Despite the big responsibilities to be encountered, being promoted to become a manager is gratifying, that comes without a doubt. However, holding the position without the traditional requisite age that usually goes with it before is definitely a bigger challenge.
The difficulty comes in when the readiness of new young managers is not at par with what's expected of them. While there may be a significant rise in the promotion of new young managers, it doesn't reflect anything on how prepared they are for the tasks ahead. The transition period might be too much of a shock for them by the time they realize that what they have imagined about being a manager is different from what the vast reality has to offer. Thus, regardless of their skills and potentials, they seem to be less productive. This costs them to lose the slot they thought they have earned.
But come to think of it, the problem is not at the end deal of the new young managers alone. When one speaks of an employee's readiness, it sure has something to do with training - which companies may have overlooked. Some training programs of companies focus merely on technical aspects of the position such as legalities and frameworks while essential skills and knowledge that needs to be acquired receives little or no attention at all.
In this case, rather than cutting their managerial stint short, company executives can sharpen their competencies instead. There are many ways to achieve this. One way is for new young managers to grow their informal networks. Through this, they will be encouraged to develop their styles and perspectives in dealing with situations. Not only that, their communication and relationship with their peers and mentors will also be strengthened by gradually exchanging feedback and learning opportunities.
Despite the big responsibilities to be encountered, being promoted to become a manager is gratifying, that comes without a doubt. However, holding the position without the traditional requisite age that usually goes with it before is definitely a bigger challenge.
The difficulty comes in when the readiness of new young managers is not at par with what's expected of them. While there may be a significant rise in the promotion of new young managers, it doesn't reflect anything on how prepared they are for the tasks ahead. The transition period might be too much of a shock for them by the time they realize that what they have imagined about being a manager is different from what the vast reality has to offer. Thus, regardless of their skills and potentials, they seem to be less productive. This costs them to lose the slot they thought they have earned.
But come to think of it, the problem is not at the end deal of the new young managers alone. When one speaks of an employee's readiness, it sure has something to do with training - which companies may have overlooked. Some training programs of companies focus merely on technical aspects of the position such as legalities and frameworks while essential skills and knowledge that needs to be acquired receives little or no attention at all.
In this case, rather than cutting their managerial stint short, company executives can sharpen their competencies instead. There are many ways to achieve this. One way is for new young managers to grow their informal networks. Through this, they will be encouraged to develop their styles and perspectives in dealing with situations. Not only that, their communication and relationship with their peers and mentors will also be strengthened by gradually exchanging feedback and learning opportunities.
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