A STARTLING MOVE DOWN THE LADDER

UP, UP AND away! Up is the only way to go.
We are driven by a relentless urge to move upwards. All work is scrupulously designed with an unerring eye on the penultimate goal - Promotion! It is the be-all and end-all of every action.
As an unwritten rule, the typically expected and furnished reward for hard work and success is a vertical move up the proverbial ladder. No sooner does the employee find his feet in the new position and begins to excel, he becomes the prime contender for... you guessed it right! Another upping is on the cards. Do not get me wrong. No one is complaining-neither the employee nor the management. However, the cycle continues, until, one fine day the `star' employee lands in a post way beyond his capabilities and experience.
This is a classic case of over-promotion. Canadian business author Dr. Laurence J. Peter pertinently outlined the legendary Peter Principle in his book, `Why Things Always Go Wrong' - `An employee tends to rise to his level of incompetence'.
The said employee gets his comeuppance, as he is no longer able to cope with the amplified job demands and responsibility. The scope for error rises manifold flinging him into the throes of unhappiness, ineptness and ebbed self-esteem. Morale and confidence levels hit rock bottom as the `once-upon-a-time brilliant employee' strives to survive, but his efforts meander away. The company too pays the price in the form of lost productivity, innovation and morale.

The unconventional way out

Wait a minute! An avant-garde shift in strategies is the need of the hour. Is it not time to do a volte-face and take a step back? Yes, horrifying as it may sound, the only way out is to step down the ladder again. `Inverse promotion' should come into play, as the employee needs to be returned to the previous level at which he can perform competently.
Well, call it an inverse promotion, downshifting or what you may - a demotion will be a demotion even by any other name. This tactic is easier said than done, as it will stir up dormant fearballs hidden just below the surface. Here are a few pointers to help the management ride out the wave of the inevitable hysteria, trauma and scandal -
This touchy issue has to be handled with kid gloves. Train the concerned managers to carry out the exercise with a considerate and supportive attitude.
Try to revoke the promotion in such a way that the employee can accept it. Stress on the success and satisfaction quotient of the previous position vis-à-vis the present struggle. Emphasise that he will continue to be valuable to the company.
Do not rush him too soon; grant a reasonable timeframe to let him get used to the idea.
The salary issue may prove to be the bone of contention. A paycut to revert to the prior figure is out of the question. The management has to give in and let him continue at a higher level. Think of it as the price for regaining former productivity as opposed to being saddled with an incompetent employee.
Keep the law in view before proceeding as you may just land yourself a litigation suit on grounds of discrimination.
The next time around, pause for a reality check before blindly handing over a promotion like largesse. As American speaker Henry L. Doherty advises, `Plenty of men can do good work in spurts, but for promotion you want a man in whom good work has become a habit'.
Let go off the clichéd formula of defining success by promotion alone. Alter the hierarchical paradigms by using lateral transfers, job enlargement and enrichment to reward hard work and accomplishments with more responsibility and authority. Help him to grow, albeit in the same position. As GE employee Sarah Purvis happily enunciates, `I recently received a transfer into another business unit within the same corporation in order to expand my managerial responsibilities while also increasing my salary.'
In the end, a word for all those who are at the receiving end of an `inverse promotion' - Is your job only about a hefty paycheque, a fancy title and the corner office? Does job satisfaction, self-fulfilment and work-life balance mean nothing to you? If not, watch out before the much hankered-for promotion turns into disaster. The advancement may give you fifteen minutes of fame and glory, but are you capable of living up to the ensuing workload? If not, then what about the discontent and depression it can bring in its aftermath? Wake up before it is too late and the bouquets turn into brickbats.
You will render yourself and your career a great disservice if you do not stop correlating career success with promotions alone. As international best-selling management author Michael Hammer says, `A successful career should no longer be about promotion. It should be about mastery!'
PAYAL AGARWAL