I am an R & D director in a Seattle medical device company with a troubling problem. Approximately six months ago, I promoted one of my brightest engineers into a manager position. In recent weeks it has become apparent to me that she is having difficulty succeeding in this position. At first I didn't want to believe the obvious signs. People on her team have been expressing concern that she is micromanaging their work and making decisions that should be made at the engineer level. Her staff meetings tend to be a monologue with little room for team member input. My concern is that if I approach her with the information I have received, she may leave the organization. Her skills are highly marketable and I know that she receives frequent calls from headhunters. Can you give me some advice on where to begin with this situation?

This dilemma may have as much to do with your reluctance to support a new manager as it is does with the manager's performance. I have no way of knowing if this person has the potential and desire to be a successful manager, but you have an immediate obligation to help her succeed. Set up an appointment with her and let her know that she is valued and that you want to do everything in your power to make her successful. This meeting should have been held no latter than one month into her new job, but better late than never. Ask how she feels about the transition to management. What is going well and where she may need help? Share the concerns you have about her performance and offer to help in any way you can.

The transition to management is the most difficult career move that an individual can make. You have not indicated whether "new manager training" was made available to this person, but being catapulted into management without any formal preparation is a prescription for disaster. Many times, for example, so called "common sense" reactions to situations by new managers prove unsuccessful. At minimum, new managers need to understand the legal and compliance issues associated with their role. Beyond that, they will benefit immensely from training on motivation, change management and performance management.

If this individual wants to continue to manage, then do every thing in your power to help her succeed, including weekly meetings to discuss the management aspects of her job. If she expresses concerns about returning to a technical career track, then help her think through this option over a series of meetings. She may be finding that letting go of a job where she was at the top of the talent ladder is difficult. The advantages of a management position for her must clearly outweigh those of being an engineer. Ask her what she finds attractive about managing. Help her examine the pros and cons of both managing and acting as an individual contributor without undermining her current role as a manager.

There are many lessons to be learned from this situation, the most important of which is extending support to managers during the first few perilous months in a new position.