Hello, this is Coin. When I was at a large company, I had the opportunity to manage key talent on a quarterly and semi-annual basis. I particularly focused on the performance management of ace employees at the assistant manager and manager levels. The purpose of this task was to prepare them to become the next team leaders. When I think of ace employees at the assistant manager and manager levels, I picture individuals who are at the center of team reports, planning, and various issues. They are logical, have excellent learning abilities, and possess a strong sense of responsibility. They tend to receive high evaluations and often get promoted faster than others; these are the so-called ace employees. However, there are often cases where these ace employees struggle when they take on the role of team leader. The team leader I’m referring to is not a single-person team leader, but someone who is responsible for solving problems with at least two or more team members. If there is still only one team member, it’s more likely that they are functioning in a mentor-mentee relationship rather than truly taking on the team leader role.

It seems to be quite common. There are cases where individuals who performed exceptionally well alone during their mid-level management period struggle when they have more than two team members. Let's take a look at what those cases are. The first case is what you might call a half ace. Aces that fall into this category usually write reports exceptionally well. They spend a lot of time and effort building a good relationship with the team leader, who has decision-making and evaluation authority. They are undoubtedly competent individuals. However, their understanding of their job and the customer market is overshadowed by their understanding of their team leader or superior. They know that this team leader likes certain types of materials and how to prepare to persuade them. Because they write reports so well, they are often seen as indispensable aces by the team leader. However, these types of aces, in the moment of working with that team leader,

When it comes to work, the first thing that comes to mind is often the team leader or boss with whom you are working, especially if you are effectively solving their problems. This increases the likelihood of growing into a workplace ace. If, however, the first thought that arises in response to that question is a client from the market where you need to make sales tomorrow, and you are recognized for effectively addressing their issues, then the likelihood of becoming a professional increases. It's not that being a professional is better and being a workplace employee is worse. It's just that it’s not easy to clearly distinguish between being an employee and being a professional while working within an organization. Solving the problems of a visible boss in front of you and addressing the problems of an invisible client requires different approaches. With a boss in front of you, you can receive immediate feedback and continuously communicate to understand the intent behind the issues they present to you.

There is a problem in the market where we cannot identify the issues of our customers. We cannot grasp their intentions, and we have few opportunities to ask and listen to what our customers want. However, as one progresses to higher positions within the organization, the problems presented often involve resolving issues for customers whose needs we cannot fully understand. To solve these problems, a deep understanding of the essence of one's role in the industry is essential. 

Yet, those who excel by having a high understanding of their immediate supervisors and solving their problems, thereby being recognized as top performers, often find it difficult to rise above the level of team leader if the organization is structured into business units, divisions, and teams, with functions divided into parts. To perform well, continuous feedback about the customer market must be obtained through the leaders responsible for those roles.

When top performers become team leaders, there is a high likelihood that they will impose the skills for which they were recognized onto their team members. They may demand that team members invest time and effort in areas such as attitude, technical reporting skills, and building relationships with the team leader. For some individuals, these demands can be very challenging. 

The second case is where someone truly is a top performer. However, even after becoming a team leader, they continue to work like a top performer. In other words, they take on all the responsibilities and do the work of the team themselves. This type of case is quite common in organizations. I believe that team leaders who work like top performers can be even more difficult to work with than those who delegate all the work to their team members without doing any themselves. In reality, there are no team leaders who do not work; they may simply appear to be inactive. First of all, once someone becomes a team leader, the number of meetings typically doubles or triples.

The number of regular meetings is increasing, but when issues arise in the company, team leaders are immediately called to meetings. There are many days that end with nothing but meetings. In this way, team leaders continuously communicate about changes in organizational issues while contemplating what our team needs to do and creating tasks. It is also the team leader's role to distribute tasks to team members so they can solve those issues. Even if the leader is not directly handling the tasks, effectively allocating work to team members and generating those tasks is part of the team leader's responsibilities. Of course, distributing those tasks well among team members is also a skill. Some team leaders tend to overload capable team members with work, while others distribute tasks considering the balance among team members. There are team leaders who explain the context well when assigning tasks, and there are those who simply say, Hey, you do this. In any case, assigning tasks to team members is also...

When ace employees become team leaders, it often happens that they cannot delegate tasks effectively. They tend to take on all the work themselves. Team leaders who pass on their tasks to team members without proper context and explanation are often criticized as incompetent. However, I have frequently observed that team members tend to leave organizations faster when they work under a team leader who does everything alone rather than one who is labeled as incompetent. This is because team members who do not receive their share of the work may think, Oh, this team leader doesn't trust me. Among incompetent team leaders, those who do not trust their team members are considered even harder to work with. The inability to delegate tasks may indicate a lack of trust in team members, but it can also reflect a lack of trust in oneself. Having achieved many results by handling tasks alone and being recognized as an ace in the organization, they may struggle with the transition to a leadership role.

If you can't solve tasks well on your own, you won't be recognized in the organization. I always feel that I need to know more and do better than my team members; otherwise, they will disregard me. I think many people struggle to let go of their work due to this mindset. When I become a team leader, my team members and I need to trust each other more. However, this is really difficult. I must be able to reveal my shortcomings to others and also be good at recognizing the strengths of my team members that can compensate for my weaknesses. So, I sometimes think that a team leader who can request work by saying, Hey, you can do this better than I can, is quite remarkable. Today, I talked about cases where someone does well on their own but struggles when they become a team leader. However, this is not just limited to team leaders. It's about being able to look at customer and market issues, acknowledging my shortcomings, and discovering the strengths of others.

People who can do this believe that they can grow faster and achieve greater results regardless of their position or years of experience. If you enjoyed today's video, please like and comment, and subscribe so that I can bring you even better content. Thank you.

일잘러 대리,과장들이 한순간에 무너지는 이유

일잘러 대리,과장들이 한순간에 무너지는 이유

Scripts