September '15

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104 • RV PRO • SEPTEMBER 2015 rv-pro.com Does the following story sound familiar? A hardworking employee – Debora – proves herself a great sales producer and a real "go-getter." When a supervisory job opens up, Debora seems the logical choice for the spot. After all, who better to train the staff into a mean, lean, selling machine? Debora accepts the promotion with enthusiasm and everyone looks forward to great things. Alas, the anticipated revenue boom never materializes. In fact, sales start to soften. It's no secret why: People hate working for Debora. The result is pre- dictable: Productivity falls. Customers flee. Profits go south. Debora ends up jumping ship – and her erstwhile employer faces a costly and time-consuming rebuilding effort. Promote Wisely Debora's story illustrates a lesson too often learned the hard way: An individual who excels in sales, technical operations or administrative tasks can easily fail when it comes to managing others. "Too often business owners believe that exceptional employees who provide extraordinary service are the best candidates for managerial positions," says Richard Avdoian, founder and CEO of Midwest Top management needs to adopt strategies in order to help high- performing employees succeed when they are newly promoted into management positions. Buddy to Boss By Phillip M. Perry Top management needs to carefully decide when to promote a top- performing employee into a management role. Those who are being promoted need to be groomed for their future positions, experts say.

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