EVOLUTION HAPPENS
episode 1
The Journeyman – Technical Expertise to Management Capability
An Historical perspective
German journeymen in traditional uniform during journeyman years
During medieval Europe or (early modern period of Europe), the Journeyman was a person that had gained the craft knowledge and skills comparable with today's tradesperson. Although the process of acquiring those trade skills today is vastly different to what it was then in terms of industry, technology, information, and application (to name but a few), the essence of gaining a trade qualification and the technical experience that followed, is essentially the same now as it was back then.
The term 'Journeyman' referred to the journey or travels that a qualified person would embark upon to gain the experience necessary to build on the skills that they had acquired under the guidance of a Master Journeyman. These days, when you consider how organisations typically transition technically capable people (individual contributors) into a first-level management position that is, moving from 'managing one's self' to 'managing others', it is tempting to compare the 'individual contributor' to 'manager' transition, with the origins of the Master Journeyman.
Have modern organisations moved away from using technical competence as the key determinant for promotion to the first level of management?
The term 'Journeyman' referred to the journey or travels that a qualified person would embark upon to gain the experience necessary to build on the skills that they had acquired under the guidance of a Master Journeyman. These days, when you consider how organisations typically transition technically capable people (individual contributors) into a first-level management position that is, moving from 'managing one's self' to 'managing others', it is tempting to compare the 'individual contributor' to 'manager' transition, with the origins of the Master Journeyman.
Have modern organisations moved away from using technical competence as the key determinant for promotion to the first level of management?
German journeymen in traditional uniform during journeyman years
An Historical perspective
During medieval Europe or (early modern period of Europe), the Journeyman was a person that had gained the craft knowledge and skills comparable with today's tradesperson. Although the process of acquiring those trade skills today is vastly different to what it was then in terms of industry, technology, information, and application (to name but a few), the essence of gaining a trade qualification and the technical experience that followed, is essentially the same now as it was back then.
The term 'Journeyman' referred to the journey or travels that a qualified person would embark upon to gain the experience necessary to build on the skills that they had acquired under the guidance of a Master Journeyman. These days, when you consider how organisations typically transition technically capable people (individual contributors) into a first-level management position that is, moving from 'managing one's self' to 'managing others', it is tempting to compare the 'individual contributor' to 'manager' transition, with the origins of the Master Journeyman.
Have modern organisations moved away from using technical competence as the key determinant for promotion to the first level of management?
The term 'Journeyman' referred to the journey or travels that a qualified person would embark upon to gain the experience necessary to build on the skills that they had acquired under the guidance of a Master Journeyman. These days, when you consider how organisations typically transition technically capable people (individual contributors) into a first-level management position that is, moving from 'managing one's self' to 'managing others', it is tempting to compare the 'individual contributor' to 'manager' transition, with the origins of the Master Journeyman.
Have modern organisations moved away from using technical competence as the key determinant for promotion to the first level of management?
A master discusses a vacuum compressor with his apprentice boy and several other craftsmen
The Modern era
The necessity for organisations to be more agile, lean, and adaptive to the speed and competitiveness of changing markets, means first-level Managers face immediate challenges in engaging and empowering employees to drive business forward in ways that may not have been necessary previously. This requires a different skill set from today's Managers that goes beyond the scope of technical competence.
Managerial value set
First-level Managers need to re-allocate their time so that they not only complete their own assigned work but also help others to perform more effectively. They must shift from just getting the work done themselves, to getting the work done through others, and valuing managerial work rather than just tolerating it which is an important understanding at this point (Charan, Drotter and Noel, 2011, p. (16-18).
Have what it takes to succeed
It is plausible that organisations who continue to promote people into first-level management roles based on the technical competence determinant, without considering whether that individual has the desire and willingness to change their value set, and apply the skills needed to manage, lead, and influence positive performance through others, will struggle to achieve the agility and adaptiveness required for them to perform effectively.
Q1
What values and behaviours do you think the modern first-level manager should develop as they step into the first turn of the Leadership Pipeline and operate effectively at this level?
Q2
How do you think Coaching can help first-level managers cope with the variety of challenges they will face?
Q3
Is it feasible to consider an 'Apprenticed Manager' approach towards managerial success?
I hope you have found this blog interesting and the concepts (although not new), inspiring enough for you to re-consider your normal approach towards your own development and try something different.
If you have any questions on how to improve your transition into a management role more effectively, and how my coaching service may be the right support for you, then please take the first step, dip your toe in the water and:
Contact Dale to start your Coaching Journey towards SUCCESS
If you have any questions on how to improve your transition into a management role more effectively, and how my coaching service may be the right support for you, then please take the first step, dip your toe in the water and:
Contact Dale to start your Coaching Journey towards SUCCESS
Helping others to succeed
Stemmer, A. https://commons.wikimedia.org, Charan, R. Drotter, S and Noel, J. (2011), The Leadership Pipeline, How to build the Leadership Powered Company,
2nd edn. Jossey-Bass
2nd edn. Jossey-Bass
