Mixing
How can I groom a successor without losing my own seniority?
Clash Royale CLAN TAG#URR8PPP
.everyoneloves__top-leaderboard:empty,.everyoneloves__mid-leaderboard:empty margin-bottom:0;
up vote
13
down vote
favorite
Following the advice of another user in another question, I am asking this.
As I said, I have been asked to start grooming a successor in the team where I have worked for 3 years (and managed for 1 year), so I can focus more on helping other teams. I have been given various reasons, but... you never know!
In the long run, I would like to keep climbing the managerial ladder (I enjoy people coordination in general, working across multiple functions, etc. etc.), so I am a bit afraid of losing my seniority from my previous team.
What can I do, while grooming a successor and being asked to do this lateral move, to ensure that I am still valuable to that team (and the whole organization for that matter)?
Note: I am a business analyst, and I do use some advanced IT/software.
career-development
edited Feb 11 '14 at 23:15
Community♦
1
asked Feb 8 '14 at 6:33
Jackandjack
1112
add a comment |Â
up vote
13
down vote
favorite
Following the advice of another user in another question, I am asking this.
As I said, I have been asked to start grooming a successor in the team where I have worked for 3 years (and managed for 1 year), so I can focus more on helping other teams. I have been given various reasons, but... you never know!
In the long run, I would like to keep climbing the managerial ladder (I enjoy people coordination in general, working across multiple functions, etc. etc.), so I am a bit afraid of losing my seniority from my previous team.
What can I do, while grooming a successor and being asked to do this lateral move, to ensure that I am still valuable to that team (and the whole organization for that matter)?
Note: I am a business analyst, and I do use some advanced IT/software.
career-development
edited Feb 11 '14 at 23:15
Community♦
1
asked Feb 8 '14 at 6:33
Jackandjack
1112
You should read The 7 Habits of Highly Effective People, by Stephen R. Covey
– Code Whisperer
Feb 14 '14 at 18:13
add a comment |Â
up vote
13
down vote
favorite
up vote
13
down vote
favorite
Following the advice of another user in another question, I am asking this.
As I said, I have been asked to start grooming a successor in the team where I have worked for 3 years (and managed for 1 year), so I can focus more on helping other teams. I have been given various reasons, but... you never know!
In the long run, I would like to keep climbing the managerial ladder (I enjoy people coordination in general, working across multiple functions, etc. etc.), so I am a bit afraid of losing my seniority from my previous team.
What can I do, while grooming a successor and being asked to do this lateral move, to ensure that I am still valuable to that team (and the whole organization for that matter)?
Note: I am a business analyst, and I do use some advanced IT/software.
career-development
edited Feb 11 '14 at 23:15
Community♦
1
asked Feb 8 '14 at 6:33
Jackandjack
1112
Following the advice of another user in another question, I am asking this.
As I said, I have been asked to start grooming a successor in the team where I have worked for 3 years (and managed for 1 year), so I can focus more on helping other teams. I have been given various reasons, but... you never know!
In the long run, I would like to keep climbing the managerial ladder (I enjoy people coordination in general, working across multiple functions, etc. etc.), so I am a bit afraid of losing my seniority from my previous team.
What can I do, while grooming a successor and being asked to do this lateral move, to ensure that I am still valuable to that team (and the whole organization for that matter)?
Note: I am a business analyst, and I do use some advanced IT/software.
career-development
edited Feb 11 '14 at 23:15
Community♦
1
asked Feb 8 '14 at 6:33
Jackandjack
1112
edited Feb 11 '14 at 23:15
Community♦
1
edited Feb 11 '14 at 23:15
Community♦
1
edited Feb 11 '14 at 23:15
Community♦
1
1
asked Feb 8 '14 at 6:33
Jackandjack
1112
asked Feb 8 '14 at 6:33
Jackandjack
1112
asked Feb 8 '14 at 6:33
Jackandjack
1112
1112
You should read The 7 Habits of Highly Effective People, by Stephen R. Covey
– Code Whisperer
Feb 14 '14 at 18:13
add a comment |Â
You should read The 7 Habits of Highly Effective People, by Stephen R. Covey
– Code Whisperer
Feb 14 '14 at 18:13
You should read The 7 Habits of Highly Effective People, by Stephen R. Covey
– Code Whisperer
Feb 14 '14 at 18:13
You should read The 7 Habits of Highly Effective People, by Stephen R. Covey
– Code Whisperer
Feb 14 '14 at 18:13
add a comment |Â
1 Answer
1
active
oldest
votes
up vote
20
down vote
It is the responsibility of every manager to have a replacement prepared. It could be for your sick days, your vacation, or your promotion.
If you honestly believe that "hoarding knowledge" is the key to holding your position, I have some bad news for you: You are, in fact, the person who needs to be fired most of all.
"Seniority" is a very tenuous, and nebulous concept. A lot of people like to think of it as akin to "tenure" in academia. It is not. All it means is that you are trusted to be the point-of-contact for your team and to divide the tasks among your team. Your only value is in being a conduit for information, filtering out the "noise" and seeking the missing pieces for your team to do their assignments. The minute you become the impediment, rather than the conduit, your status is lost.
Groom your successor. It's what you were told to do.
This "Lateral move," as you put it, could very well be your manager grooming you for promotion by increasing your exposure to (and hopefully knowledge of) different business units in your company. Learn everything you are exposed to: technology, business needs, operations bottlenecks, and most importantly: inter-unit politics.
answered Feb 9 '14 at 20:48
Wesley Long
45k15100161
add a comment |Â
1 Answer
1
active
oldest
votes
1 Answer
1
active
oldest
votes
active
oldest
votes
active
oldest
votes
up vote
20
down vote
It is the responsibility of every manager to have a replacement prepared. It could be for your sick days, your vacation, or your promotion.
If you honestly believe that "hoarding knowledge" is the key to holding your position, I have some bad news for you: You are, in fact, the person who needs to be fired most of all.
"Seniority" is a very tenuous, and nebulous concept. A lot of people like to think of it as akin to "tenure" in academia. It is not. All it means is that you are trusted to be the point-of-contact for your team and to divide the tasks among your team. Your only value is in being a conduit for information, filtering out the "noise" and seeking the missing pieces for your team to do their assignments. The minute you become the impediment, rather than the conduit, your status is lost.
Groom your successor. It's what you were told to do.
This "Lateral move," as you put it, could very well be your manager grooming you for promotion by increasing your exposure to (and hopefully knowledge of) different business units in your company. Learn everything you are exposed to: technology, business needs, operations bottlenecks, and most importantly: inter-unit politics.
answered Feb 9 '14 at 20:48
Wesley Long
45k15100161
add a comment |Â
up vote
20
down vote
It is the responsibility of every manager to have a replacement prepared. It could be for your sick days, your vacation, or your promotion.
If you honestly believe that "hoarding knowledge" is the key to holding your position, I have some bad news for you: You are, in fact, the person who needs to be fired most of all.
"Seniority" is a very tenuous, and nebulous concept. A lot of people like to think of it as akin to "tenure" in academia. It is not. All it means is that you are trusted to be the point-of-contact for your team and to divide the tasks among your team. Your only value is in being a conduit for information, filtering out the "noise" and seeking the missing pieces for your team to do their assignments. The minute you become the impediment, rather than the conduit, your status is lost.
Groom your successor. It's what you were told to do.
This "Lateral move," as you put it, could very well be your manager grooming you for promotion by increasing your exposure to (and hopefully knowledge of) different business units in your company. Learn everything you are exposed to: technology, business needs, operations bottlenecks, and most importantly: inter-unit politics.
answered Feb 9 '14 at 20:48
Wesley Long
45k15100161
add a comment |Â
up vote
20
down vote
up vote
20
down vote
It is the responsibility of every manager to have a replacement prepared. It could be for your sick days, your vacation, or your promotion.
If you honestly believe that "hoarding knowledge" is the key to holding your position, I have some bad news for you: You are, in fact, the person who needs to be fired most of all.
"Seniority" is a very tenuous, and nebulous concept. A lot of people like to think of it as akin to "tenure" in academia. It is not. All it means is that you are trusted to be the point-of-contact for your team and to divide the tasks among your team. Your only value is in being a conduit for information, filtering out the "noise" and seeking the missing pieces for your team to do their assignments. The minute you become the impediment, rather than the conduit, your status is lost.
Groom your successor. It's what you were told to do.
This "Lateral move," as you put it, could very well be your manager grooming you for promotion by increasing your exposure to (and hopefully knowledge of) different business units in your company. Learn everything you are exposed to: technology, business needs, operations bottlenecks, and most importantly: inter-unit politics.
answered Feb 9 '14 at 20:48
Wesley Long
45k15100161
It is the responsibility of every manager to have a replacement prepared. It could be for your sick days, your vacation, or your promotion.
If you honestly believe that "hoarding knowledge" is the key to holding your position, I have some bad news for you: You are, in fact, the person who needs to be fired most of all.
"Seniority" is a very tenuous, and nebulous concept. A lot of people like to think of it as akin to "tenure" in academia. It is not. All it means is that you are trusted to be the point-of-contact for your team and to divide the tasks among your team. Your only value is in being a conduit for information, filtering out the "noise" and seeking the missing pieces for your team to do their assignments. The minute you become the impediment, rather than the conduit, your status is lost.
Groom your successor. It's what you were told to do.
This "Lateral move," as you put it, could very well be your manager grooming you for promotion by increasing your exposure to (and hopefully knowledge of) different business units in your company. Learn everything you are exposed to: technology, business needs, operations bottlenecks, and most importantly: inter-unit politics.
answered Feb 9 '14 at 20:48
Wesley Long
45k15100161
answered Feb 9 '14 at 20:48
Wesley Long
45k15100161
answered Feb 9 '14 at 20:48
Wesley Long
45k15100161
answered Feb 9 '14 at 20:48
Wesley Long
45k15100161
45k15100161
add a comment |Â
add a comment |Â
Sign up or log in
StackExchange.ready(function ()
StackExchange.helpers.onClickDraftSave('#login-link');
);
Sign up using Google
Sign up using Facebook
Sign up using Email and Password
Post as a guest
StackExchange.ready(
function ()
StackExchange.openid.initPostLogin('.new-post-login', 'https%3a%2f%2fworkplace.stackexchange.com%2fquestions%2f19126%2fhow-can-i-groom-a-successor-without-losing-my-own-seniority%23new-answer', 'question_page');
);
Post as a guest
Sign up or log in
StackExchange.ready(function ()
StackExchange.helpers.onClickDraftSave('#login-link');
);
Sign up using Google
Sign up using Facebook
Sign up using Email and Password
Post as a guest
Sign up or log in
StackExchange.ready(function ()
StackExchange.helpers.onClickDraftSave('#login-link');
);
Sign up using Google
Sign up using Facebook
Sign up using Email and Password
Post as a guest
Sign up or log in
StackExchange.ready(function ()
StackExchange.helpers.onClickDraftSave('#login-link');
);
Sign up using Google
Sign up using Facebook
Sign up using Email and Password
Sign up using Google
Sign up using Facebook
Sign up using Email and Password
You should read The 7 Habits of Highly Effective People, by Stephen R. Covey
– Code Whisperer
Feb 14 '14 at 18:13