He continued his practice of providing advancement opportunities to his team. Government leaders should consider that offering employees the opportunity to work above their level can lead to frustration if advancement opportunities are not readily available.
In this case, Susan Fairburn, deputy director
Of the Office of Procurement at the New York State Office of General Services, gave her team very clear and direct advice: “Keep working at the next higher level. If you continue to excel, it will eventually be rewarded.” Susan explained to her staff that if a level 23 person took on a level 25 role, when he had the opportunity to interview for a level 25 position, he could demonstrate that he had already excelled at that level, which was a big advantage. Let go of superstars.
While this may seem counterintuitive at first,
an overall mindset is a key element to being a talent magnet. While most managers try to retain top employees, the best leaders know when overseas chinese in worldwide data to let them go. They recognize when a superstar has outgrown his or her environment. Think about what type of leader you want to work for—someone who tries to limit career advancement to within his or her own team, or someone who supports individual growth, even if it means firing them?
Susan Fairburn learned that other
Agencies often had easier access to promotion opportunities, which unfortunately caused some people to leave her team. But she was always quick to development can proceed according to a strict schedule encourage people to move on and continue to grow. As a result, she also recognized that when promotion opportunities arose on her team, those who had previously left were interested in returning to her t rich data the goal of becoming talent magnets.
Jon Haverly is a Multipliers Senior Practitioner at
The Wiseman Group, focusing on conducting leadership research and helping to develop public sector leaders. He has worked with a variety of government agencies in the areas of project management, portfolio management, and leadership for the past 20 years. He has been a PMI Certified Project Management Professional since 2001. preventing valuable information from getting into the hands of decision makers.