The enticement of perks associated with managing often turns out to be something less than expected. What at one time was looked upon as an opportunity to explore the possibilities of latent management talents and the opportunity to make a greater contribution to the organization can become a nightmare. The person who at one time came to work energized by professional challenges now can’t develop the energy to carry on throughout the day. Many well-qualified professionals make an attempt at the managing ladder only to find that they’re really not suited for the assignment. They just can’t seem to acquire a perspective from the other side of the desk. Too often a well-qualified professional begins to become a liability.
Every organization knows the high cost of management malpractice. Moving a professional to the management level without a full analysis of the managerial job requirements and consideration of the five components of managing competence can be a serious mistake. It is a more serious mistake if the professional is allowed to wallow in a management position without a program to improve performance. It is not only the manager who suffers, but also the staff. Both are quickly demotivated even under the best of conditions.
Some managers consider that a return to professional status after failing in managing has no negative consequences, but the reality is usually quite different. Professionals that move to management and then return to professional status return as failed managers. This is reality, and the impact on the individual depends to a great extent on the work environment. Returning to professional status also requires time to become knowledgeable about changes that have taken place in the individual’s discipline. A two- or three-year transition period could have very negative consequences considering the changes that may have occurred during the interim period.