Pranav was really excited. His organisation was giving him an opportunity to move to marketing from his previous role as Manager -Marketing Co-ordination. An opportunity to acquire a whole new skill set. Yes, his new designation was a little unclear but that was cool with him. He had worked really hard for this opportunity and had, had to prove his competence to many to get here. When he shared his great news with his family, they wanted to know what his new designation was, when he would get his ‘promotion’ letter and what the pay hike was. Pranav’s excitement still remained, but it was now a few degrees lesser than before.
Why blame them? For many of us growth is synonymous with vertical growth .The concept of lateral growth has not gained the recognition and acceptance it should as yet and there are many a genuine reason for this.
Many organisations do make claims about their flat organisational structures and the fact that they have only 5-6 broad bands. But look closely and you will see that within each band there will be at least 3 levels of manager or VP etc. Some organisations also have multiple Managing Directors or Chief Operating Officers, the incumbents are usually heads of businesses. A bit confusing? We are like this only.
When an individual makes a lateral move he or she moves intra or inter-function. What happens as a result? If he or she finds acceptance they are likely to stick around. Moving jobs would not be high on their agenda on account of greater challenge and satisfaction. They would also bring to the department, a fresh perspective and radical thinking that any high performing /high potential individual brings to something new.
The downside (if you call it that) is this person might need more coaching, a little more guidance that the typical candidate. Also one can’t except results from Day 1 there has to be certain latitude given. For these 2 reasons HODs are sometimes reluctant to let a new person from another function or department in. What will happen to their targets? Whose head will be on the block , if targets are not met? Pretty real concerns!
Another concern, at performance appraisals given the fact that the person has been given a new opportunity his increment might be downplayed or held back. A great downer for many an enthusiastic candidate, who might then prefer to keep to the beaten and well tested paths of vertical growth .Also while letting go of a well- trained resource there would be a degree of reluctance .Who will replace the high performer?
So while many organisations claim that they encourage lateral growth, the reality might be different. Don’t get me wrong. There are many organisations that do give people opportunities and at times encourage people to move laterally .We just need the numbers to increase and mind-sets all across to change. Only when entire organisations, meaning each and every department have a certain number of candidates moving each year as part of lateral movement and growth, only then there will be a level playing field and acceptance of lateral growth as the new growth model be greater. Business heads should prefer candidates with wider and inter or intra functional experience. Organisational strategies should be inclusive of the benefits of lateral growth. Think big and out of the box.
As the writer Joy Bell says, “The only way that we can live, is if we grow. The only way that we can grow is if we change. The only way that we can change is if we learn. The only way we can learn is if we are exposed. And the only way that we can become exposed is if we throw ourselves out into the open. Do it. Throw yourself.”
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