This is one of the most frequent triggers of the requests for coaching that we receive. Someone is promoted because they do an excellent job at one level, but their performance at the next is judged inadequate. Here are five key aspects to consider if you suspect over-promotion. It's really important to consider the first two in order.

1. This first key can save a lot of trouble. What's the evidence for under-performance? Have you observed it yourself? If all you have so far is stories, are you being set up? Maybe this person is actually competent, but they are being used as an easy target by other people with other agendas. You've got to exclude such possibilities first. For example, at one client, a new business manager had been promoted from the ranks. Others were jealous of their progress. The 'evidence' of incompetence was actually a series of malicious reports from former peers.

2. Is there some personal issue that has coincided with the promotion - i.e. it's not the new job, it's something else. Use the Columbo technique ([http://www.bassclusker.com/info/Articles/issue_2.aspx] - or contact me and I'll send you the description).

Assuming you have been able to eliminate these possibilities..

3. How are the job demands different from what they were doing before? Is it even the same kind of job any more? There are a number of such transitions to be made on the way up through any substantial organisation. One classic example is the sales person to sales manager transition, another is the transition from functional to general manager. Are the differences around skills, priorities, or time use? Political ability? Financial acumen? Big-picture perspective? Sheer stamina?

4. Is the motivation really there? What people will often admit to me but not to the boss is they were flattered at the promotion, their spouse is pleased, they need the money, status, but they'd rather not have the extra accountability that goes with a senior line position (but then they don't get those rewards). Would they be better in a professional support or a "super sales star" role?

5. Can they acquire the capacities required to handle new role demands, and is it worthwhile to attempt to do so? If they really want those rewards, then skills can be learned. Sometimes, however, the skills can be addressed, just not for a realistic investment. Slow learners may get there in the end, but the price may be too high (for the organisation or the individual).

There's a fine line between a stretch assignment and over-promotion. These five keys are a good place to start if there is any doubt. If it does turn out to be over-promotion, it's usually possible to engineer a dignified move into a more comfortable role, and failing that (in hopefully rarer cases), to get acceptance that it's time for them to 'consider their future with the organisation elsewhere'. In most cases an excellent outcome can be reached, and with the right support through the transition, the person goes on to thrive.

Copyright 2007 Andrew Bass. All rights reserved.

Permission granted to excerpt or reprint with attribution.

Originally appeared in Andrew Bass's 'Pragmatics' Newsletter. Past issues are archived at our website http://www.bassclusker.com.