The most interesting aspect of this playbook IMO is the cartoon. Using 1-1 to bring up promotions.
When employees ask for promotions:
good managers know how to harness this ask with clear, manageable, attainable goal setting and delivering on the promise. Most employees are also not beyond solid transparent reasoning. Average managers get into a defensive mode
If anything good managers are like high-performance coaches, they understand your motivations and channel your energy. The reality is most companies promote people into management roles by picking people like them.
As a counter test, watch out to see if a newly promoted manager starts talking and acting (in subtle nonconscious ways) like their manager or the real power in the organization. Examples include - Working hours, decision making, predictable agreeability and even hobbies etc.
When employees ask for promotions:
good managers know how to harness this ask with clear, manageable, attainable goal setting and delivering on the promise. Most employees are also not beyond solid transparent reasoning. Average managers get into a defensive mode
If anything good managers are like high-performance coaches, they understand your motivations and channel your energy. The reality is most companies promote people into management roles by picking people like them.
As a counter test, watch out to see if a newly promoted manager starts talking and acting (in subtle nonconscious ways) like their manager or the real power in the organization. Examples include - Working hours, decision making, predictable agreeability and even hobbies etc.