Your senior vice president has handpicked an unqualified individual to be credit manager, while providing no credit to you or your associates for any of your planning or work in this process. When senior managers make these types of decisions, they contribute to dissatisfaction, distrust, dissent, turnover, and rumors.
Nonetheless, the reality is that this person is coming on board and needs to be trained. If you approach her with the expectation that she is going to fail, your actions increase the likelihood of such a failure. As her teacher, it is critical for you to approach her with an open mind and the expectation that she is capable of success on this job.
At the same time, it is possible that the senior vice president has somehow identified a high-potential individual whose managerial skills will transfer well into this position, even if her technical skills are thin at this point. Either way, you will soon find out how much credit to extend to the senior vice president for his role in this process.
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