Let's talk about the hourly manager, AKA the shift manager, supervisor, key holder, head of this, head of that. First, let us recap how the hourly manager came to earn her position. She learned to be effective in all facets of her hourly position. She was mentored sometimes by managers with a lot less time with her company than she had. She is automatically a hands on manager. She knows the team. I mean really knows them. The Monster dot commer does not know her cook's child's name. The recently promoted supervisor has probably had that same cook over at her house. It typically takes years to go hourly to salary. She has a huge jump on customer loyalty. She is also "homegrown". She doesn't know any different from what she's been taught. No bad habits from some other concept or establishment. Sounds great huh?

The 3 bottlenecks that this lady will face are really very things that got her promoted. Let me explain. We are asking this "associate" to disassociate with the very team that helped her get promoted. The team will turn on her. The team will rebel and become jealous of their new "boss". This could and probably will leave our newly appointed "shift" feeling a bit alienated and lonely. She then will more than likely lose the luster that got her noticed. Results may become mediocre and there could even be a failure that is intentional since she now has problems we didn't foresee. We not only promoted her we also have her running shifts without our assistance. She assisted us to and we needed her. Did we really do her a favor by promoting her.

Yes. We failed her when we failed to assist her when she needed upline support. She will fail because"us" was conditional. "They embrace her... "us"??? we primed her up for the smack down!"

Basically, if you take some one under your wing they are your responsibility to nurture. It is a sad day when the mother bird kicks out her baby and she does nothing to stop the splat.