Managers Who Quit Soon After Promotion

Here’s a startling research finding: Within six months of being promoted, more than 20 percent of new leaders and managers quit. In essence, they celebrate their promotion by finding another role somewhere else. 

The traditional idea that a promotion cements a team member’s commitment to the organization is recently less true. In fact, compared with other team members who have not been promoted, it is more likely for newly-promoted managers to leave their job, often within a month of their promotion. 

How can this be? 

Management consultants have worked hard to explain this relatively new phenomenon. The most compelling theory to explain this promotion flight risk regards the support the newly promoted receive from the organization. Feeling new to a role is hard enough, but when a manager feels left to fend for themselves in the face of ambiguity, they sometimes jump ship. 

The first few months after a promotion are critical to the success of the newly promoted. They face challenges and problems they have never seen or experienced before. Without the support of a strong mentor or leader above them, they feel exposed. They need someone to engage with them who can help them think through the impediments to their success. Someone who has seen and conquered the same challenges earlier in their career. 

Unfortunately, those above them who decided they were ready for the promotion often presume they shouldn’t need any help at all. After all, if a team member was truly worthy of promotion, shouldn’t they be able to figure things out on their own? 

The answer, as it turns out, is a resounding “NO!” The newly promoted are in need of resources, training, and support from day one. Otherwise, they may find themselves overwhelmed, under-skilled, and disenchanted. 

The best organizations offer two rewards together: the promotion and the support the newly-promoted team member needs to succeed. Anything less puts this team member at risk. 

Of course, there are other reasons the newly promoted choose to leave an organization. Sometimes, a promotion comes too late, after a team member has already started seeking employment elsewhere. Promotions also flag to recruiters that a developing talent may be worth speaking with. 

But, by and large, the reason the newly promoted depart soon after achieving a step up is the fact that they feel they are on a desert island all by themselves. This is an easy fix if an organization understands and appreciates the problem. 

Promotion has always been one of the tactical mainstays of organizations to inspire loyalty and commitment. As it turns out, newly-promoted managers and leaders abandon ship if they don’t have the resources and support they need to succeed. How does your organization support the newly promoted?