By Katie Hagan
As a Recruiter specializing in direct hire placement within the LBM Industry, I frequently work with clients experiencing similar situations to that of Ike vs. Mike. Retailers, Distributors, and Manufacturers across the United States share the same sentiment regarding a stand-out strategy. Product is product; so, what makes a business better than the competitor? The customer experience, which can only be achieved through employing the most knowledgeable and friendly staff a business can find. Many business owners find themselves in a tough spot regarding the topic of promoting from within the business. Employees like Ike are not a dime a dozen - loyal, hardworking and dedicated. Celebrating a 50th anniversary with a company is rare in any industry, and employees like Ike bring immense value to an organization.
I speak daily with people like Mike - the employee who began as a part time yard worker, transitioned through multiple roles, and currently feels as though his potential has been capped. It is realistic that before too long Mike will receive a call from someone like me offering a confidential way to review potential job opportunities. After my call Mike will start thinking about his future and begin to put things in perspective and realize it might be time - time to open his options and perhaps make a move to an organization in the midst of succession planning. Mike is ready for the GM role, and timing is of the essence.
In my position, I advise both Clients and Candidates that honest communication is essential - business is business, and we must separate personal feelings as to not tarnish relationships and burn bridges. It is wrong to just step back as things do not always have a way of “working themselves out.” Everyone knows the story of being loyal to Ike at the detriment of losing Mike and ultimately the future of our company goes down the road to the competitor who benefits from your development. Mike deserves the truth, and, as an Owner, you owe that to him. If you're not willing to lose Ike and are confident Mike will remain only in the role of GM despite being viewed as a strong future leader, it is only ethical to allow him the potential of furthering his career with a business currently in need. Maybe Mike is so loyal to your company that he is willing to stick it out? He could see your follow-through regarding the commitment previously made to Ike and be willing to be groomed, so when Ike retires, he can be the next in line. Be candid, be honest but be a communicator. There is nothing wrong with having an honest talk with both on where you stand and what your expectations and goals for each are. Too often these conversations don’t happen, Mike leaves and then you start to feel animosity towards Ike for not retiring sooner. Make Ike feel part of the process in grooming Mike for the role and you have come up with the right remedy for both parties.
If you do not communicate with both, Mike will probably move on and take a GM role with another company. But if you are honest with him and let Mike make the decision to wait Ike out and he leaves anyhow, he should go with no animosity towards you or your business. No hard feelings; he found an opportunity that you were unable to provide in a time period he could not live with. You were open and honest with him and most importantly, you didn't hold him back. When Ike is ready to retire – have the agreement that he give you adequate time to find his replacement as that is when it is time to find and attract fresh talent and start building bench strength within the organization. Have Ike be part of the transition and you will be better off. When you do get ready to start planning your succession plan, call us!
As a Recruiter specializing in direct hire placement within the LBM Industry, I frequently work with clients experiencing similar situations to that of Ike vs. Mike. Retailers, Distributors, and Manufacturers across the United States share the same sentiment regarding a stand-out strategy. Product is product; so, what makes a business better than the competitor? The customer experience, which can only be achieved through employing the most knowledgeable and friendly staff a business can find. Many business owners find themselves in a tough spot regarding the topic of promoting from within the business. Employees like Ike are not a dime a dozen - loyal, hardworking and dedicated. Celebrating a 50th anniversary with a company is rare in any industry, and employees like Ike bring immense value to an organization.
I speak daily with people like Mike - the employee who began as a part time yard worker, transitioned through multiple roles, and currently feels as though his potential has been capped. It is realistic that before too long Mike will receive a call from someone like me offering a confidential way to review potential job opportunities. After my call Mike will start thinking about his future and begin to put things in perspective and realize it might be time - time to open his options and perhaps make a move to an organization in the midst of succession planning. Mike is ready for the GM role, and timing is of the essence.
In my position, I advise both Clients and Candidates that honest communication is essential - business is business, and we must separate personal feelings as to not tarnish relationships and burn bridges. It is wrong to just step back as things do not always have a way of “working themselves out.” Everyone knows the story of being loyal to Ike at the detriment of losing Mike and ultimately the future of our company goes down the road to the competitor who benefits from your development. Mike deserves the truth, and, as an Owner, you owe that to him. If you're not willing to lose Ike and are confident Mike will remain only in the role of GM despite being viewed as a strong future leader, it is only ethical to allow him the potential of furthering his career with a business currently in need. Maybe Mike is so loyal to your company that he is willing to stick it out? He could see your follow-through regarding the commitment previously made to Ike and be willing to be groomed, so when Ike retires, he can be the next in line. Be candid, be honest but be a communicator. There is nothing wrong with having an honest talk with both on where you stand and what your expectations and goals for each are. Too often these conversations don’t happen, Mike leaves and then you start to feel animosity towards Ike for not retiring sooner. Make Ike feel part of the process in grooming Mike for the role and you have come up with the right remedy for both parties.
If you do not communicate with both, Mike will probably move on and take a GM role with another company. But if you are honest with him and let Mike make the decision to wait Ike out and he leaves anyhow, he should go with no animosity towards you or your business. No hard feelings; he found an opportunity that you were unable to provide in a time period he could not live with. You were open and honest with him and most importantly, you didn't hold him back. When Ike is ready to retire – have the agreement that he give you adequate time to find his replacement as that is when it is time to find and attract fresh talent and start building bench strength within the organization. Have Ike be part of the transition and you will be better off. When you do get ready to start planning your succession plan, call us!