This is an example of the hundreds of 'management staffing gone wrong' disasters that I’ve witnessed in working with many companies. In today’s hurry-up and get-it-done work world, many people are unwisely promoted to management positions. Basically, their abilities do not match or are insufficient for the new job role. Before you place someone in a management or supervisory position, take heed of these three key staffing principles:

1. Not all competent employees make good supervisors or managers.
Some might be more valuable by continuing in their role as the top salesperson, or the great programmer or the most sensitive counselor.
2. Interviews must be focused with targeted questions. For a management position, develop specific behavioral based questions to decide if the person has good people skills? (Managing is working with people to get results.); Communicates well? (Managing is dealing with people up, down and sideways in an organization.); Knows how to handle conflict? (Managing is confronting and solving people problems.)
3. Finally, in selecting the best candidate, determine the best fit. Can this person do the job? That’s the technical fit – the basic skills to do the job. Does the person have the desire to do the job? That’s the motivation fit – the commi
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   One of the most important points I learned, when building my first business as a Health and Energy Coach, was I needed to make myself stand out and FAST. At least this is what I realized for myself, but I then s
   ment staffing gone wrong' disasters that I’ve witnessed in working with many companies. In today’s hurry-up and get-it-done work world, many people are unwisely promoted to management positions. Basically, their abilities do not match or are insufficient for the new job role. Before you place someone in a management or supervisory position, take heed of these three key staffing principles:
   1. Not all competent employees make good supervisors or managers.
   Some might be more valuable by continuing in their role as the top salesperson, or the great programmer or the most sensitive counselor.
   2. Interviews must be focused with targeted questions. For a management position, develop specific behavioral based questions to decide if the person has good people skills? (Managing is working with people to get results.); Communicates well? (Managing is dealing with people up, down and sideways in an organization.); Knows how to handle conflict? (Managing is confronting and solving people problems.)
   3. Finally, in selecting the best candidate, determine the best fit. Can this person do the job? That’s the technical fit – the basic skills to do the job. Does the person have the desire to do the job? That’s the motivation fit – the comm
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      supervisory position, take heed of these three key staffing principles:
      1. Not all competent employees make good supervisors or managers.
      Some might be more valuable by continuing in their role as the top salesperson, or the great programmer or the most sensitive counselor.
      2. Interviews must be focused with targeted questions. For a management position, develop specific behavioral based questions to decide if the person has good people skills? (Managing is working with people to get results.); Communicates well? (Managing is dealing with people up, down and sideways in an organization.); Knows how to handle conflict? (Managing is confronting and solving people problems.)
      3. Finally, in selecting the best candidate, determine the best fit. Can this person do the job? That’s the technical fit – the basic skills to do the job. Does the person have the desire to do the job? That’s the motivation fit – the comm
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         t be focused with targeted questions. For a management position, develop specific behavioral based questions to decide if the person has good people skills? (Managing is working with people to get results.); Communicates well? (Managing is dealing with people up, down and sideways in an organization.); Knows how to handle conflict? (Managing is confronting and solving people problems.)
      4. Finally, in selecting the best candidate, determine the best fit. Can this person do the job? That’s the technical fit – the basic skills to do the job. Does the person have the desire to do the job? That’s the motivation fit – the comm
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      5. Finally, in selecting the best candidate, determine the best fit. Can this person do the job? That’s the technical fit – the basic skills to do the job. Does the person have the desire to do the job? That’s the motivation fit – the commitment to perform well. Does the person fit into the team? That’s the culture fit – an important barometer for success.