There are times when a person is promoted purely on seniority.
“Joe’s worked five years in the company, it’s high time he became a supervisor.”
So Joe becomes a supervisor, and mucks it up. Things go awry, and everyone blames Joe for not doing a good job. Is it really his fault though?
Scenarios like these are not surprising. Some people flourish and grow in a management role, others not so. They like a stable environment where routine is a comfort, instructions are given and obeyed, and there is no pressure in being expected to manage others.
In short, these people make poor managers, but it is not their fault at all. They were simply thrust into an uncomfortable job, and do not excel at the new role. It could be communication issues, an inability to show appreciation for work done, a lack of will to fight for what is right, micro-management (being unable to delegate tasks), or something as simple as not being a team player. It might sound strange, but not everyone works well in a team, especially when leading a team.
That being said, it is a PITA working under managers like these because of their various deficiencies in the role, which in turns leads to disheartened employees leaving the company due to poor leadership and representation.
Therefore, some thought must always be given when promoting employees to roles of responsibility – do they have the potential to lead, and more importantly, do they want to?
Careful evaluation of the personality, capabilities and career motivation is required here.