To build up my team's hopes even though they might be disappointed?

[Weezypopsy]

I manage a team of about 50 people, with 8 direct reports. This year we have restructured and I have been working towards creating an extra layer of management in the team as we scale, promoting four directors into a senior director position.

I have spoken with each of the four frequently about the pathway to this promotion. I've never promised it would be something that was definitely on the cards this cycle, but up until the end of the year, it seemed likely I would get approval - my immediate boss is the President of the company, second only to the CEO, and he was approving.

When we got to reviews/promotions time, I told all four I would be recommending promotion for them. Again, no promises, but optimistic.

In Q4, the company had a downturn in revenue, making us flat across the year. Capital partners and board not happy and pushed for minimal pay increases, promotions etc. across the company. As a result I was told I could promote 2 of the 4.

This week I have spoken to the other two and explained the situation and that we will push again in midyear. They have been understanding and thankful for the transparency, but obviously disappointed and demotivated.

I can't help but feel that if I had been more closed about my intentions, they wouldn't be feeling this way and that I have let them down.

So, AIBU to have been so transparent about it and built up their hopes, without being 100% sure it would happen?

I have been in a similar position as a senior manager. I also told the person of what I hoped would happen based on what I had been told. When it didn’t then happen of course the person blamed me - quite rightly I suppose.
I have learned it’s better to keep these things close to your chest until they actually materialise unless you’re 100% in control of the outcome.

So, AIBU to have been so transparent about it and built up their hopes, without being 100% sure it would happen?

I wouldn’t expect anyone with management experience to have done this.

In a similar situation I have spoken to people about their short, medium and long term aspirations so as to plan training and work responsibilities around their ambitions. I have never once talked about promotions, only ever about future career plans. Then when I know an opportunity is on the table and that they are essentially primed for it, then we let the process take its course - I only know one person who didn't get promoted using this way of doing things and that is because their family had to move out of the area (back when all office-based was the thing). I get that transparency matters, but so does keeping your powder dry and moreso now than ever in this employment economy.

We have just lost a key team member and another is close to resigning as our line manager, with the best of intentions, hasn't been able to deliver promotions that have been dangled for the last year.
I think until something is signed off it's best not to share.

Did you at least run a fair application process between the four of them? Or did you just promote your two favourites?

I have been managed by a poor manager who has tried to dangle promotion in front of every member of the team for three years. He thinks we didn't ever talk?! I am experienced enough to know that until you have a contract in your hand it's all just theory, and usually a way of making people work harder. Of course, a promotion never materialised for anyone and then he left under voluntary redundancy. It really affected some of our team who felt rightly very misled and lied to.

In fairness, it doesn't sound like this is what you have done. However, I agree with PP that until you have a funded role in place, never discuss it with your team in the way of 'I am recommending you for promotion', better to work on aiming for promotion when the opportunity arises, supporting them with development opportunities, putting them on high profile projects etc.

You have learned a lesson here, expect the two unsuccessful candidates (because you ran a fair process right?) to pull back a bit in the short term.

I'll never understand this style of management.

What were you hoping to achieve?

Progression and career development conversations are helpful. Skills gap analysis for possible potential future growth, again helpful.

Sharing desired positions and promotional opportunties before budget and approval - absolute soul destroying nonsense and completely erodes your crediblity and makes your management questionable. Some of your team will lose all faith in you.

Nope I've been a senior manager and I've kept any promotions quiet until I had the letters in my hand ready to give. The only exception was when someone asked me for a well deserved promotion and I kept them in the loop that I had made a business case for it - with no promises - this was so that they knew I had listened and was pushing - this was also a very understanding person so probably wouldn't have done this with many people.

Sorry but this is crazy. You never mention positions until they are signed off. You could have started giving some more senior tasks quietly, it should never have been advised as a promotion.

I have been on the opposite side of this.

it was genuinely very upsetting as I wasn’t aware of the background and took it very personally.

don’t do this.

How were the two promotions awarded? On the face of it it sounds arbitrary.

I had a boss last year who kept telling me there would be a promotion opportunity for me. Fortunately I was experienced enough not to believe her (and of course it didn't happen) but it was really annoying and did nothing for my opinion of her.

I'm in a similar position right now( as the promotion seeking employee) although ny boss has agreed to fund a development course at a time of tight budgets ( this has been signed off and paid for) so i know if the promotion doesn't materislise im getting some training, and the intention is there.

But I'm wise enough not to assume the promotion will definitely happen.

It was a dick move for you not to advertise the 2 positions and do a fair selection process.

Yeah, having been the employee who was kept dangling with promises of a promotion that never arrived, it felt like a method of control and ruined my faith in the manager. I left.

I would be surprised if anyone gets to a "director" position if they don't understand how year-end assessments and promotion work... Don't over promise, don't over expect.

Why are you playing god and choosing who gets promoted?

If I worked under you, I'd think you were a dick.

@Weezypopsy i wouldn't over communicate next time until it 100% confirmed. Saying this having had similar.

This was a naive way of doing things, you’ve got their hopes up and now let two down and likely caused resentment with them towards the ones who have been promoted.

Your conversations ahead of knowing what was signed off should’ve focussed on skills development and overall progression not specific roles that weren’t approved.

Had you kept it to yourself until you knew there were two positions to apply for and they all had a fair transparent opportunity to apply then it would’ve been much fairer and although disappointing for the two not promoted it would’ve felt better for them never to have known there was ever potentially four opportunities.

What process did you go through to decide which two were promoted?

At least the other 2 know where they stand and can start applying for other jobs with a clear concience

How on earth did you get to be a manager when you clearly have no idea of how to manage people and their expectations? You have made things worse than not saying anything at all.

I’m going to go against the grain a bit here and say it depends on what your relationship is like with them. If it’s trusting and honest then it’s not as bad as everyone is making it out to be. If they think you’ve lied or used this as some kind of tactic then it’s not ideal.

Its a fine balance to be struck between motivating and holding onto the best people in your organisation.

The real kicker here is the 2 positions. How did you pick? If you can’t push for the other two at mid year then you have real flight risks. I’d have some succession planning going on in the background too.

There may well be a promotion prospect for these people. @Weezypopsy ‘s job. On the basis of her handling of this situation.