he natural order of things is that you work hard, become proficient in what you do, and then get promoted to management, right? That’s how companies often work, and while sometimes it’s an effective strategy, it fails miserably in many cases. Why? Because “managing” is not like “doing.”
What does that mean? Well, let’s say you’re really good with customers—have a great rapport, and they trust you. You work quickly and accurately, and people praise your work. You’re reliable and hard working, and the business would be better off if everyone in the field worked as you do.
Different Jobs, Different Skills
But, are you good at training others? What about paperwork? What about handling sensitive issues, like requests for leaves of absences and coaching someone through a performance improvement plan?
To keep reading, click here: Don’t Promote Your Best Techs, but Give Them a Raise