Demands of management position should be made clear

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Dear Joan:
I am an avid reader of your column. I never miss reading it, and I am very interested in the questions posed to you and, in particular, your responses. I have gained insight, as a direct result of your responses, in resolving some workplace issues. My quandary, as it relates to my company, is this:

As a female business owner who has consistently worked long hours over many years, I now find myself in need of a manager to assist me in this growing business. I have recently made it known to my professional staff that I am interested in promoting someone to this role. The two individuals who have expressed interest in this position are married, have young families, and have consistently done a fine job in their eight hours a day. They have not, however, shown any interest in accepting responsibility for extra projects nor in working longer hours.

Perhaps I am from a different era, but it seems to me that if someone were interested in a promotion and a management role, their behavior would demonstrate that. Are these women into wishful thinking that they can raise their income and status with no extra effort or time commitment, or am I foolish for thinking that someone with a young family could possibly take on this role to relieve me of the long hours and pressure, and assist in growing and developing this company?

Thank you for your interest and whatever advice you have to offer.

Answer:
You and I must be from the same era. As a business owner myself, I wouldn't be willing to promote a 9 to 5'er to the position you've described. But let's look at all sides of the issue and a few options.

At the risk of over-generalizing, several demographic and psychographic issues are occurring simultaneously in the workforce today. For example, many baby boomers who bought into the one-company-for-life idea have been badly disillusioned. Legions have lost their jobs-some more than once. This has resulted in a number of reactions. Some people swear they'll never be wed to one company again. They are cynical and skeptical and yet, they are still looking for job security. They are less likely to give extra effort for the good of the company, since they've been burned before. Many have turned inward to their families, not only because of their spurned ambitions, but because middle age causes many people to reexamine their values and look for more satisfaction from relationships and family.

The next generation, often called Generation X, is exhibiting some of the same symptoms but with a slightly different twist. They watched as their parents were laid off. They noticed that middle managers were more likely to get the axe than technical employees. Many of them just don't feel it's worth it to climb the ladder, only to be promoted to a more vulnerable job. Some are simply renting their performance to the company who can provide them with enough growth opportunities in their technical specialty, only to job surf as soon as a better one comes along. Their allegiance is to their field and to themselves and their families. They are much more likely to buzz off to aerobics class at 5 o'clock regardless of what is left on their desk. Balance and flexibility is key. Family (or self) is often first. And sometimes a job is just a job--not a career.

In your case there are several things to consider: If you have asked them to take on more responsibilities in the past and neither one stepped forward, I don't think you've got the right candidates for the job. On the other hand, if you've never made it clear that you expected them to do more, perhaps they thought what they did was enough.

I would recommend that you write down the requirements for the job and give it anyone who wants to apply. Include the role, responsibilities, accountabilities and expectations regarding hours, attendance and any other critical qualifications. Then meet with each one separately to discuss these expectations. Talk honestly about what it will take to succeed and also what the rewards could be. (For instance, if you are offering some kind of profit sharing bonus or potential equity in the firm as a long term reward, this is important information to share.)

I suspect that these women may withdraw their names if they truly understand what you're looking for. However, one of them may surprise you. If neither one works out, and you hire from the outside, they are much more likely to support that person because they'll understand why they weren't chosen.

Finally, you may want to consider a hybrid solution. Rather than promoting someone to be a clone, who will take on all your long hours and responsibilities, perhaps there is a role for someone who can take on some of your responsibilities. Particularly if there is no big financial or long-term reward, it may be difficult to find someone with the drive and passion of an owner.

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