Mentoring/Coaching - Advice on Managing Employee Aspirations

Don't try to guess, talk to them.

Is promotion the motivator that you think it is? Are you sure they are unhappy with this? Is it their prime motivator, or a more secondary motivator? Is promotion required because they have reached the salary cap for the level that they are in? If they have other motivations, do you have ways of offering them training, development, additional responsibility in these areas (you may have to manage their workload so that you don't overload them (this is a big de-motivator for me personally))? Are there other ways, such as remote working, flex time, time off bonuses that you could use instead?

Is there an option, assuming they are interested and you have the opportunity, of developing as an expert for a while, rather than as a manager (I am assuming here that the promotion is up a management tree).

This is a good opportunity to use some of your own leadership and coaching skills to help others, rather than direct them. You might find that rather than trying to manage their aspirations (that phrase irritates me, because it sounds like you are trying to talk them out of something) in a way that seems to suit you and them, that it may not be required at all. Until you know them better, you will not have the answers you need.

Colin.

based on which circumstances they were promised the promotions? is the manager who promised this still within the company? i more-less agree with Colin Scowen - try to get their feelings about the situation.

 how they understand the situation? do they understand or do consider themselves to be deceived?

instead of bringing some senior manager to coach/mentor them - what about having them to mentor junior employees?

 Let me know how this situation will be sorted out - this interests me. thanks.

Katarina

This shows how promises are dangerous things and need to be carefully worded.

The manager who made the promise needs at least a good talking to.

Of course listen to all involved and determine what was actually promised and what was framed as a probability.

At the very least, the people affected should receirve a heartfelt apology for the disappointment and embarrassement they may feel. Think about who should do the apologising.

Something you can do is to ask them what should be done to make amends. If they are unreasonable ask what the impact would be of fulfilling that demand.

Unhappy people and their words and actions can be very damaging, especially if they get into 'retribution'. In extreme, if they are causing problems, they could be subject to disciplinary action. Of course this would be after suitable conciliatory action.

Dave

A very interesting situation, Gayathri.

 Without knowing all of the details, to me, a quick fix needs to be a heartfelt apology.  Someone with credibility needs to tell this person, "I'm sorry, we screwed up".  This person also needs to tell the employee why the "carrot was dangled" for a year!!....and then find out from all involved why the promise was made, what changed and when and why the employee wasn't told in a timely manner.  Damage control is the key. 

If I was the employee, the apology would hold more weight than senior managers mentoring me or changing my assignments.  Unless this type of culture exists already, I would feel the managers were trying to placate me, rather than getting to the root of the problem....making promises where none should be made, not being aware of strategic initiatives, finances, etc.

 Luanne