The derailment of fast-track managers

Managers are discovering a painful contradiction built into the fast-track route up organizational ranks: The very behaviors that are strongly rewarded in the early career phase are the same ones that prevent many fast-trackers from making the shift to upper-level management.

The Derailment of Fmt-TrackManagers Barbara E. Kovach

n

on

the last fifteen years organizations have set

the best young managers on a career course

engage in life-long work that taps their cultivated talents.

that promises high rewards but often ends in

And what’s bad for key employees is

disillusionment and disenchantment. Rewards like promotions and raises fly fast and

bad for the organization. In the article “Warn-

thick in the early phase of the promising

ganizational

manager’s career, but by the middle and late phases that same manager may be ignored or

ing: The Fast Track May Be Hazardous to OrHealth” (Organizational Dynamics, Spring 1985) Paul Thompson and his

even chastised. These young managers have

colleagues demonstrate that giving capable young managers rapid promotions and short-

been commonly referred to as being on the fast track, with the assumption that the track ends at the top of the corporation.

term job assignments has led to a focus on short-term results -and a neglect of more complicated long-term projects.

But organizations may have curtailed success for the most capable entering managers by overdoing the attention, praise,

Although the ability to obtain quick results may be a virtue at lower levels of

and rewards at the early stages of their development . Many young managers are launched

management, the emphasis changes to longterm goals in upper-level management. And it’s during the “executive transition,” the pas-

on the fast track only to be derailed at the higher levels of mid-management when they fail to meet a new set of expectations. With the best of intentions, organizations may be programming these young stars for ultimate failure and denying them the opportunity to

sage from mid- to higher-level management, that the derailment of fast-track managers generally occurs. Some fast-trackers have made it through this passage by the strength of their own insight, determination, and willingness to adapt. Many more, however, are

41

lost along the way. In an era in which leader-

As John Kotter described so well in

ship is essential for survival in a new cultural and economic context, the loss of a significant

The Use of Power and Influence (Harper and Row, 1985), we are now living in an organiza-

number of potential leaders may ultimately

tional setting marked by both interdepen-

decrease

the

chances

of

organizational

dence and diversity. What one department does affects several others. And yet each com-

success. In order to avoid the potential loss

ponent of the organizational

whole is very

of exceptional

managers, recent changes in

different. Many companies are failing today

organizational

cultures need to be explored.

because they have not reevaluated their business strategies and employees’ career develop-

Also, fast-track managers should be made aware of the shifts in expectations as they

ment paths in the light of present-day complexities. Consequently, management falters,

progress from one career phase to another and the personality characteristics necessary

and operations are further impaired by bu-

to survive the derailment phenomenon.

reaucratic infighting, turf battles, and other

This

article will describe how the derailment prob-

power struggles.

lem has come about for exceptional

young

contrast,

managers and then examine it in terms of three theoretical frameworks: role theory, de-

changed

velopmental theory, and the “degree of fit” between the manager and the organization. Finally, actions that can prevent derailment will

Successful

have established their methods

companies,

in

new strategies,

of evaluating

and

moving employees, and developed the ability to manage in an economic context marked by diversity and interdependence.

be explored as well as changes in organizational culture that will remove incentives that

NEW EXPECTATIONS IN

create short-sighted managers.

UPPER-LEVEL MANAGEMENT

INTERDEPENDENCE AND DIVERSITY

What is expected of middle- and high-level managers in the new context is in the process of being defined. As individuals master the

Organizations in the 1980s have been forced to reevaluate and redefine their expectations of managers at all levels, particularly those in the executive suite. In the past, high levels of technical skill and the ability to issue directions and commands were sometimes enough, especially in organizations that regarded themselves as independent of outside

42

influences. Today, however, the success of any organization is affected on a daily basis by outside events. New competition and a shrinking world market require that companies search out new clients and develop new products. Changes in the population and in cultural values have also led to a new diversity of belief systems, the range of which will exist within any major company.

requirements of today’s situation and bring success to their organization, a new role for managers is evolving along with a different set of personality traits that lead to effective organizational functioning. John Kotter has described the primary function of managers as the acquisition and responsible use of power. Managers no longer may rely on the authority vested in their position to control and direct a particular operation. They must, instead, acquire the essential personal power to influence and motivate large groups of people. At the same time, they must use this power responsibly to influence organizational directions and to create an environment that encourages employees to perform at high levels.

ship, along

with

the acquisition

power. In work by Bernard mational

leaders,”

influence

and

and use of

Bass on “transfor-

or those who are able to

motivate

large

numbers

of

people, specific personality characteristics emerge as key leadership traits. These characteristics

are very important

ganizational

in the new or-

context where the person

shapes

the job, as opposed to the old context where the job shaped the person, and positional power was sufficient. Bass identified the charBarbara E. Kovach is dean of University Col-

acteristics

lege and professor of management and psychol-

social

ogy at Rutgers University. From 1973 to 1984

of high-performing

boldness

individuals:

or assertiveness,

introspec-

tion, thoughtfulness, high levels of energy, a strong sense of initiative, and the ability to

she was professor of psychology at the University of Michigan. She has been a consultant for

solve problems well and quickly. It seems clear that these

the past four years for a division of a major corporation. Her publications include a number of articles and books on human relations and

same characteristics

organizational behavior including The Flexible

who are put on the fast track early

Organization (Prentice-Hall, 1984). Currently, fall of 1987) based on her interviews with peerfast-trackers in five

major corporations.

lead to positive of the career. fact, According

to Kotter,

one needs comes, of necessity, It has

multiple

bases,

sociated

with

information

“The

power

in many forms.

including or

ones

as-

knowledge,

good working relationships, personal skills, intelligent agendas for action, resource networks, and good track records.“ Career phases are marked by the manager’s relationship to power. Put simply, the early career is the time to acquire this power, the middle career the time to utilize it, and the later career the time to hand it over to others.

Two PERSONALITIES

individuals in their

become

approach

These

in the latter half

characteristics

a detriment

the executive

a high sense assertion

perceptions

when

transition.

of energy,

initiative

may, in individuals Why does and self-

work so well for the young but not

so well for those

in mid-

and

later-career

phases? Why do organizations reward those who enter with these characteristics only to ignore

or punish

them later?

How TO DERAIL FROM THE FAST TRACK There have been few studies on the career paths of capable fast-trackers. John Kotter gave us a warning, however, of what we may expect to find when he said: The aspiring young manager or professional who pays attention to raises and promotions-instead

Certain sociated

personality characteristics with successful managerial

the

careers. Such traits lead to the ability to acquire organizational visibility and a reputation as a first-rate problem solver. However, many of these characteristics do not naturally

she is writing a book (to be published in the and subordinate-nominated

that describe

are

are asleader-

of

track record, reputation, business knowledge, good relationships,

interpersonal

skills, etc.-may

get

43

along fine for a while. But sooner or later his myopia

personality

will catch up with him. He may even be thrust into

determination,

an important leadership job much earlier than his peers. But once in that job, he will have difficulty performing well.

It’s easy to assume trackers would success rather

then,

that fast-

come to focus on the signs of than the actual

process

of do-

characteristics: inability

overly strong selfto negotiate,

insensi-

arrogance,

and fail-

tivity to others, coldness, ure to build a team. The

researchers

the industrial

executive,

organizational create

ladder,

among

ing well which leads to success. Just as they

strong

and visible rewards,

motion.”

Many of the strengths

so they may emphasize

short-term

fast-track

managers

doing so, they may fail to acquire sary personal veloping

skills

power

the neces-

comes from de-

interpersonal

relation-

ships. As a result, they are unable

to function

adequately

and

which

many gant

and

wanting

already

acquired.

Researchers report that difficulties in the mid-career of fast-trackers be-

cause of the particular

personality

character-

Early successes

managers

had led

to become

in their

to continue Derailed

pro-

that had led

to their early promotions

resulted

as unpredictable

colleagues

to his subsequent

weaknesses. fast-track

at higher levels where they must

make use of power arise

became

“for

up the

such flaws

powerful

may focus on immediate

goals. In

that

way

too many

his more

antipathies

stated part

working executives

arro-

colleagues’

not

with them. were also seen

and uncooperative.

Those

who reached the top, on the other hand, were known for abiding by the following statements:

“I will do exactly

what I say I will do

istics that brought them success in their early career years. M. W. McCall and M. M. Lom-

when I say I will do it. If I change my mind,

bardo,

be harmed

ecutives

in a series of studies,

compared

who had been derailed

20 ex-

I will tell you well in advance

had gone to the top. Causes of derailment were most often attributed to the following

by my actions.” To summarize,

with 20 who

the two most appar-

ent causes of the derailment personality

so you will not

characteristics

problem

are: (1)

that lead to early

“Causes of derailmenf were most often attributed to the following personality chamcterisfics: overly stvong self-defevminafion, inability to negotiafe, insensitivity to ofhevs, coldness, mogance, and failure to build a team. . , , Many stiengths fhaf had led fasf-track nmnagers to 44

their early promofions became weaknesses.”

success but hinder executives at higher levels

created. A role has two components:

and (2) failure to acquire the necessary per-

way the role is conceptualized

sonal power to lead groups of people in large

ager, his peers, supervisors, and subordinates and (2) the way individuals actually perform

organizations.

(1) the

by the man-

in the role. The organizational role is related to the personality and past experience of the CHOOSING TRACKS

individual as well as to the culture and struc-

Young managers who are high achievers can

ture of the organization in which the role is embedded. If problems emerge in the man-

be identified early and given an opportunity to move to the top. However, these individu-

ager’s role performance,

als may choose one of two roads: the appar-

tional culture and structure;

ent fast track, where rapid promotions

problems between personality,

and

they may occur be-

cause of the manager’s personality; organizaor interactive culture, and

salary increases reflect the strength in the in-

structure (degree of fit).

dividual’s personality but, in fact, hinder the development of skills and relationships that

zation usually expects the manager to demon-

will be needed at higher levels; or the real fast track (which appears slow), where early career years are spent in positions for enough time to build skills and relationships. Promotions and salary raises are spaced out further than on the apparent fast track. In the first

In the early career years, the organistrate independence and the ability to make decisions within the context of discrete units that may have relatively little interaction with the larger organization.

In the mid- and late-

career phases, however, organizational expectations shift. Managers are now expected

case, short-range achievements eclipse long-

to work within a larger sphere of diverse

range prospects;

functions and levels of the organization

prospects

in the second, long-range

are strengthened

by minimizing

short-term gains.

to recognize and influence

and

the interdepen-

dence that characterizes the larger system. Fast-track managers are strongly rewarded in the early career phases for their independence

CONCEPTUALFRAMEWORKS

and assertiveness. Many are first puzzled and then angry when they find, a few years later,

Fritz Rothlisberger once said that having a conceptual framework with which to understand a situation is the difference between challenge and frustration.

Solutions emerge

when we look at the problem of the fast-track manager in danger of derailment through three different conceptual frameworks.

Role Theory A model of some of the fast-tracker. individual’s

role development helps to reveal conflicts placed in the path of the Daniel Levinson has defined an role and the way in which it is

that their independence is now regarded as “unwillingness to be a team player,” and their assertiveness is looked upon as “pushiness and self-glorification.” As one young “star” commented: “I got where I am because of who I am. If I give that up now, where will I be? Are you telling me to change what has worked so well for the last ten years? No way!” It is a painful contradiction. The behaviors that are strongly rewarded in the early career are the ones that deter fast-track managers from developing an ability to cope with interdependence and diversity which take top priority at higher levels.

45

Developmental

velops. If, as is usually the case, fast-trackers have been focusing on skill development dur-

Theory

Issues faced at different times of the life cycle

ing their twenties, the recognition

promote different kinds of personal growth. Developmentally, individuals in their twen-

responsibility

ties and thirties learn to assert their indepen-

have been focused on developing social responsibility, skill development will take a

of social

will begin to take hold only in

their late thirties. In contrast, if the twenties

dence and come into their own as competent people. The recognition of a social responsi-

back seat and is unlikely to catch up later in

bility that extends beyond ourselves and our

life.

tends to evolve (if

Managers with high levels of skill,

ever) in the late thirties and forties. Conse-

an understanding of “the big picture,” and the

immediate

dependents

quently, organizations

cannot expect a man

ability to recognize and cope with interdepen-

or woman of thirty to take the same view-

dence will almost certainly be over the age

point or course of action as a man or woman

of forty. Many fast-track managers are promoted before their time into high-level

of fifty. Asking managers in the executive

positions

that require a wide-sweeping

sion. Because they cannot meet expectations

achievement

at this stage of their development,

to organizational

should be synchronized transition

achievement

with the natural

in the mid-years of life. Younger

managers, although they may have acquired

young

managers’ career

these

advancement

is

stopped short. Evidence for these developmental

an adequate understanding of the organiza-

differences comes from my own research and

tion, will still be seen as green, pushy, and un-

videotape analysis of hundreds of managers.

willing to be part of the team. In some individuals, the developmental process is reversed- they have a social responsibility while still in their twenties. But in these cases, except in the most exceptional individuals, skill development is

They were observed for two character traits

weaker and the level of expertise that would sustain these individuals later in life never de-

in particular: directness (ability to make one’s point) and responsiveness (ability to listen to and elicit the viewpoints of others). Despite the high marks of managers under the age of thirty-five, their scores were no match for the over-fifty managers. The ability to make oneself heard and still draw out and integrate the

“The ability fo make oneself heard and still draw out and infegmfe the diverse viewpoin fs of others is not seen in managers’ bhe avior unfil they have achieved the mafuvity fhat 46

vi-

transition to move from an emphasis on self-

comes with

.

,

,

fhe second half of life.”

diverse viewpoints

of others is not seen in

of management-and

the potential problems

managers’ behavior until they have achieved

for fast-trackers. Those on the fast track may

the maturity that comes with passage into the

have learned to overvalue their aggressive, in-

second half of life. Americans have traditionally wanted to speed up all the developmental

of disproportionate

processes. They try to create first-rate readers

their career. They may have been placed in

at the age of three and first-rate executives at

positions of power before they were develop-

the age of thirty. The developmentalists

tell

mentally ready to manage the complexity of

us, however, that these processes can’t be speeded up without undue cost in other areas

those positions with any particular finesse. And they may not have developed the total

of personal development.

organizational

dependent, and dominant behavior because rewards received early in

view that is a requirement for

success at high levels. In John Kotter’s terms, they have not developed the power bases in both skills and relationships that will allow

“‘Degree of Fit” Theory Organizational theorists are now emphasizing the importance of the degree of fit be-

them the scope to use power responsibly

in

mid-career.

tween the individual and the organization. As already pointed out, fast-track managers are selected to “fit” expectations during early

KEEPINGMANAGERS ON TRACK

career phases. They run into difficulty, however, as those expectations change at later career stages. My research has also demon-

It is clear that organizations must change their approach to career development and

strated that the degree of fit between

change the messages they are sending to the

the

individual and the organization is most important for managers at high levels and less

brightest and best of their young managers.

important at lower levels of management. The hypothesis of my current re-

To prevent future managers from incurring the difficulties that plague current fasttrackers, organizations can refrain from em-

search is that individuals at lower managerial

phasizing the types of behavior that will de-

levels must “fit” the expectations of their functional area because the set of expectations for their work is still within discrete units. For

rail fast-trackers later on, and provide young managers with a conceptual framework for

higher-level managers, however, the organization as a whole becomes the critical setting. One might expect, then, that fast-track managers “fit” with their work groups or functional areas, but those in danger of derailment have more difficulty fitting into the total organizational picture. Once again it’s evident, from a different theoretical viewpoint, that to be successful, managers must develop an orientation toward the big picture on their way up the organizational ladder. In short, all of these theoretical frameworks illuminate a new understanding of managerial expectations at different levels

understanding and adapting their behavior to new expectations. Organizations also need to distinguish between the fast track and the apparent fast track as they plan the careers of exceptional young managers. The fast track to success provides the opportunity to build appropriate skills and interpersonal relationships and recognizes the long-term hazard of promoting individuals too quickly. The fast track to derailment focuses on rapid promotions and salary increases and robs young managers of the opportunity to learn what will be essential later in their career. On the apparent fast track, one sort of behavior is

47

reinforced

in the early

career

higher levels a different not been apparent

cultivated-

years,

but at

behavior-which

has

is demanded.

fast track, managers

On the

appear

to assume

positions

have a critical vival.

of leadership

impact

that will sur-

on organizational

to suc-

ceed for a time. Only on the actual fast track

CD

is long-term success truly an option. This track moves slowly at first but with greater speed later, and the sluggish pace in the beginning is a prerequisite

for later success.

Through the organization itself or consultants, individuals on the fast

outside

SELECTED BIBLIOGRAPHY

track need to be sent new messages about organizational and managerial the importance of personality role

transitions

tables,

developmental

time-

and the need for leadership.

Senior

managers

should

small groups ??

??

and

expectations, characteristics,

work

individually

and in

with these managers

so that:

However,

tracker-from

the literature

on the fast-

the perspective of the individual -

has not kept pace. From the organizational perspective, there is the provocative article by Paul Thompson

and co-authors (Organizational Dy-

namics, Spring 1985), and from an executive development perspective, the reports of studies such as

organizational levels.

Get Derailed (by M. W. McCall, Jr. and M. M.

expectations

at

higher

training

and small group

in communi-

ness is a team effort and the ability

to work

with the team is critical. accept

Creative Leadership, Greensboro, North Carolina, 1983).

problem-solving,

They come to understand that, now more than ever before, organizational effective-

They

Off the Track: Why and How Successful Executives Lombardo, Technical Report no. 21, Center for

They receive intense

along with immediate feedback on their actual and potential behavior and the opportunity to change that behavior.

??

interest.

They may fashion a new role that takes account of their own personality and shifting

cations

??

Managers on the fast track are a topic of growing

There

are,

however,

important

new

books on organizational dynamics and leadership which describe the setting and leadership expectations

in the current

economic

climate.

John

Kotter’s The Use of Power and Influence does an excellent job of portraying the emphasis on interdependence and diversity in corporations today and in outlining the set of skills needed in order to

their own imperfections

and

manage effectively in this environment. Bernard

become tolerant of the imperfections of others by seeing that an effective team is

Bass’s Leadership and Perfownance Beyond Expec-

created

ship and characteristics of effective leaders.

by

dependent

diverse groups

viewpoints

of

inter-

of people whose varied

strengths compensate

for their assorted vul-

nerabilities. Managers,

who

learn

about

tations is a solid review of the literature on leaderFor a discussion of degree of fit, see Organizational Sync (Prentice-Hall, 1983) and The Flexible Organization (Prentice-Hall,

1984).

the

potential dangers of the fast track, will be bet-

48

ter equipped to make early choices about their own behavior, their careers, and their career expectations. Some will choose, realistically, to opt out of this arena and use their talents elsewhere. But others will move ahead

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