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Tell politely to your boss that you shouldn’t be asked to mentor someone who will be projected to client as manager. If they are not capable of doing the work themselves they shouldn’t be the face, you should be.
It is a tough conversation but stand firm, the market is very good and you will get plenty of offers. It always starts with just help and soon they would be managing you. Don’t. Let that. Happen.
Thank you I needed to hear this. I don’t want to leave but I see this as a sign.
Rising Star
OP - assuming you have good performance, I would stand out for yourself and get what’s yours.
Don’t stand for this situation. Happy to coach you through the conversation.
See below for details!! Def would like your thoughts to see if it changes your opinion
I’m fine with doing whatever I need to support her but I don’t think we need to dress it up as something else. My director did admit to me they think it’s a gamble so that’s why they’re pulling me in. The other manager also told me that this person is not assertive so they want me to help push back on the client when needed. I feel like I’m in a lose lose situation Bc if I’m doing support work Bc someone else is the face , how do I mentor them and support them when it reads to me I should be taking the lead from them? Already I see a meeting on my calendar from this person without anyone else …. There hasn’t been any level setting as an internal group for individual responsibilities.
I plan on asking my director for clear measurements for success, but what else can I do to show I’m ready for a management role within our team?
If you truly feel like your skills and impact have grown enough to deserve a manager position, I would just leave and get hired into the manager role elsewhere. Keep in mind that that she might be better at managing up to more senior levels while you might be better at execution which is why they’re promoting her. Make sure you don’t have any obvious gaps. Not saying it’s right, but most companies are bad companies and can’t afford talent who can do both well.
Attrition is your best tool as an employee. There’s no use fighting a company on these kinds of decisions, because who knows if 1. It will be held against you in the future 2. You’ll have to repeat this same dance all over again when you are trying to get promoted to senior manager, etc.
Don’t say anything and just leave. They’ll get the message. Even if they’re oblivious and they don’t, you were better off leaving anyways
See below for details! She def has better executive presence than I do and with a few more years of experience will rock any role she’s given!
People will treat you how you allow them to. You told your director your goals of management and then they gave the unofficial trial role to a subordinate but asked you to support that person and help make them successful. That’s not mentoring.
Additionally, if your director believed that you weren’t equipped for management yet, they should have had the crucial conversation with you about the gaps they see and help you with a plan to close those gaps.
Real talk…1) does the subordinate filling the interim role deserve it more? Not “did they do their current job better”, but are they showing range in a way that you haven’t? If so, be a team player and learn from them while holding your director accountable by asking for help in identifying your own gaps and how to close them. You have some work to do, and if your leaders are willing to help you get there, it’s worth staying for.
2) if the other person hasn’t shown increased abilities, and you have shown more range for the role—it’s probably time to bounce. Either for another team or another company, but Asians all too often get earmarked as doers but not leaders. Once there are signs that this is happening in an unjustified manner, you need to bounce for someone/somewhere who won’t do that to you.
I don’t think they’re testing your willingness to be a team player—that’s not normally how that’s tested if you are deeply valued Bc it doesn’t make a lot of logical sense. Not trying to burst your bubble, I just have spent way too much of my time, talent, and effort on people who had no intention of promoting me.
If they want you to mentor, lead and guide someone, they would naturally put you into the interim role because that’s the job. Management is handling your own work, leading your people through their work, but also developing your best performers for future growth.
I’ve had a lot of bosses pigeonhole me as their workhorse while blowing smoke up my ass, and true leaders who spot talent and then push me to move further while helping clear obstacles and giving constructive feedback. None of what is happening to you sounds like the latter.
I’m sorry, I honestly am not trying to burst your bubble but your director’s advice sounds like BS.
Think of it this way. One day, you’re a director, and a rising star tells you of their goals. You have a spot open. How would you test that individual for their readiness? Putting them into the interim role while helping them clear obstacles, or fucking with them by putting a less worthy person in and telling the star performer (who JUST told you that they are ready for more) to “mentor” and help the lesser individual? If so, why? Just to fuck with them and see what they will do? Im sorry OP, but it doesn’t make a lot of sense.
If he wanted to test your abilities to mentor someone and be a team player, he would put you into the interim role.
It doesn’t sound like he deserves you, you just gotta realize that and bounce for a better leader who will.