An interim management role has thrown up some problems for a talented and committed employee, who until now has been overlooked for promotion. She feels negative and undervalued despite her considerable skills. What is her next move?
Ava is hugely valued in her organisation for her very specific expertise. However, she has seen a pattern of being passed over for promotion, and is feeling despondent.
Though committed to the organisation, she is wondering what a future career path might look like. Conversations between her and her boss are not helping. Age is also a factor as Ava is approaching her 50th birthday.
This is compounded by her finding herself in an ‘acting’ role as her boss is currently on maternity leave, and she has willingly stepped in to cover both her own role, and that of her boss. She sees this as an opportunity to show what she can do, but is concerned as she has a slightly uncomfortable relationship with one of the key stakeholders she needs to work with who often seems to be slightly irritated with her. She believes he does not value her.
How can Ava deliver well for the organisation in both her own and the interim roles, and how can she start to see the world in a more positive light?
Sheena Reid
Founder, Talent Dynamics
Ava appears to be discounting the positives, and focusing on the negatives. As a coach, it would be easy to get caught up in this, too, and to discount one’s ability to work effectively with this situation.
Looking through a Transactional Analysis (TA) lens, we must make sure we don’t get stuck on the drama triangle. Ava may tend to go to the ‘Victim’ corner, and the coach might be tempted to become the ‘Rescuer’. However, the coach should instead place responsibility where it belongs, by operating from an ‘Adult’ place.
I would avoid any form of ‘Parent’, to prevent Ava moving into ‘Child’. Instead, I would demonstrate belief in her ability to stand in an Adult place and find her own way of navigating this situation.
To encourage this belief, I would get Ava to voice the truth of the situation to herself (voicing being the way out of Victim on the triangle). This often supports the person doing the voicing in seeing the truth, and thus the positives as well as the challenges.
It also helps the client connect with themselves in the moment, rather than reverting to the unhelpful old habits of belief and behaviour (or ‘script’ in TA language).
It might then be appropriate as coach, to move between Adult and ‘Structuring Parent’ (for example, by supporting Ava in planning her next steps). At all times, I would challenge Ava to voice the positive potential in any steps she takes.
The overriding key here is to support Ava so that she knows she can achieve this, and sustain it, without the coach being there with her.
Charles Helliwell
Founder, Business Personality Audits
I’ve come across many Avas in my time. They are the backbone of many an organisation, shunning the limelight and immersing themselves in their job. But they create a conundrum for many a manager: ask them to participate or leave them to get on with what they do best?
Ava has reached a crossroads.
Does she stick to her core skills or try something new? Why has she stepped into this role as an interim manager? Is it because she wants to try something different, or just that she feels undervalued? I’m not convinced that Ava is the stuff of management; but she may be seeking recognition for the values and attributes she brings.
I would recommend that she is encouraged to work out a programme and schedule of logging and archiving to ensure that continuity is maintained, and that critically important information, data, processes and procedures are not lost. This could be done in conjunction with the start of a programme of succession planning for Ava, by bringing in an apprentice to work with her.
Ava is not used to sharing her work with others, and she will not only have to learn how to train her apprentice, but to pass on her tricks of the trade to someone who may be her successor.
This will prove challenging and disruptive for Ava in the short term, although it may eventually give her a new perspective on her value to the organisation and a more positive outlook on her future.
