The Management Death Zone

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You’ve hired a new manager or promoted from within, and while you felt this person had high potential, six months into their new position you find yourself sorely disappointed by their results (or lack thereof). Maybe they’re underperforming or inefficient. Perhaps they are demotivating to their team, or worse, a risk—reputational or fiscally—to the company.

You’ve hired a new manager or promoted from within, and while you felt this person had high potential, six months into their new position you find yourself sorely disappointed by their results (or lack thereof). Maybe they’re underperforming or inefficient. Perhaps they are demotivating to their team, or worse, a risk—reputational or fiscally—to the company.

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You think to yourself: What happened to that high-potential person I entrusted to this position? Were they simply not cut out for the job, or do I just need to give them more time to “adjust?”

You think to yourself: What happened to that high-potential person I entrusted to this position? Were they simply not cut out for the job, or do I just need to give them more time to “adjust?”

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A Necessary Evil

A Necessary Evil

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These questions don’t come lightly. In fact, according to stats from The Wynhurst Group, losing an employee within the first year of their employment can cost the company on average 3X that employee’s salary. Yet many companies see the inconvenience of hiring and firing managers until they find the “right fit” a necessary step to eventually developing a rock star team.

These questions don’t come lightly. In fact, according to stats from The Wynhurst Group, losing an employee within the first year of their employment can cost the company on average 3X that employee’s salary. Yet many companies see the inconvenience of hiring and firing managers until they find the “right fit” a necessary step to eventually developing a rock star team.

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There are even a number of coined terms—introductory period, evaluation period, and orientation period—that companies reserve for the first three to six months of a new or promoted manager’s employment to normalize and adjust to the position. The idea is that it takes a certain period of time to determine whether or not a person is the “right fit.”

There are even a number of coined terms—introductory period, evaluation period, and orientation period—that companies reserve for the first three to six months of a new or promoted manager’s employment to normalize and adjust to the position. The idea is that it takes a certain period of time to determine whether or not a person is the “right fit.”

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At Leadership Choice, we choose to call this “make-it or break-it” period for a new manager the “Management Death Zone.” This is not only when a new, young, or inexperienced manager is most likely to be fired for underperforming, but also when their success or failure will set the tone for any future they may have in management.

At Leadership Choice, we choose to call this “make-it or break-it” period for a new manager the “Management Death Zone.” This is not only when a new, young, or inexperienced manager is most likely to be fired for underperforming, but also when their success or failure will set the tone for any future they may have in management.

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While difficult, this Management Death Zone is a necessary evil.

While difficult, this Management Death Zone is a necessary evil.

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Case in Point: The Aviation Industry

Case in Point: The Aviation Industry

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In the aviation industry, there is a period of time when a pilot is most at risk of failing. This period of time is shortly after their initial training and early into their piloting career, between 100 and 350 flight hours. In aviation, they rightfully call this period of time the “Killing Zone”—since if a pilot makes a mistake, that mistake can be lethal.

In the aviation industry, there is a period of time when a pilot is most at risk of failing. This period of time is shortly after their initial training and early into their piloting career, between 100 and 350 flight hours. In aviation, they rightfully call this period of time the “Killing Zone”—since if a pilot makes a mistake, that mistake can be lethal.

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According to the data, some 57 percent of fatal accidents occur during the “Killing Zone,” compared to all other levels of flight hours. These fatal accidents occur due to failure to exercise due diligence, failure to follow safe practices, inability to have or execute alternate plans, and more. Indeed, nearly 99 percent of these accidents are preventable through improved pilot attitude, awareness, and training.

According to the data, some 57 percent of fatal accidents occur during the “Killing Zone,” compared to all other levels of flight hours. These fatal accidents occur due to failure to exercise due diligence, failure to follow safe practices, inability to have or execute alternate plans, and more. Indeed, nearly 99 percent of these accidents are preventable through improved pilot attitude, awareness, and training.

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In other words, 99 percent of these accidents are preventable—if the pilot hasn’t developed ineffective mindsets or skillsets during their first 100 hours leading up to the “Killing Zone.” This means that flight instructors really have to make those first 100 hours count, working to train out the next accident that would otherwise happen.

In other words, 99 percent of these accidents are preventable—if the pilot hasn’t developed ineffective mindsets or skillsets during their first 100 hours leading up to the “Killing Zone.” This means that flight instructors really have to make those first 100 hours count, working to train out the next accident that would otherwise happen.

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Back to Business

Back to Business

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Now let’s bring this metaphor back to the new, young, or inexperienced manager’s first three to six months in a leadership position: the Management Death Zone.

Now let’s bring this metaphor back to the new, young, or inexperienced manager’s first three to six months in a leadership position: the Management Death Zone.

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Much research supports the notion that one of the greatest myths in onboarding new managers is that the best newcomers will hit the ground running. There is the belief that with training and orientation (and perhaps little else), any failures can be blamed either on the newcomer’s perceived lack of effort or a poor fit within the organization.

Much research supports the notion that one of the greatest myths in onboarding new managers is that the best newcomers will hit the ground running. There is the belief that with training and orientation (and perhaps little else), any failures can be blamed either on the newcomer’s perceived lack of effort or a poor fit within the organization.

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But what if success or failure as a manager has less to do with the individual’s innate managerial characteristics and more to do with their “first 100 hours” of being a manager?

But what if success or failure as a manager has less to do with the individual’s innate managerial characteristics and more to do with their “first 100 hours” of being a manager?

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In management, the first several experiences as a new manager will shape how the manager will handle all future challenges. If he or she is armed with the right mindsets and skillsets during those “first 100 hours,” then they are much better equipped for success.

In management, the first several experiences as a new manager will shape how the manager will handle all future challenges. If he or she is armed with the right mindsets and skillsets during those “first 100 hours,” then they are much better equipped for success.

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We challenge our clients to consider the possibility that leaving new, young, or inexperienced managers to fend for themselves too soon and underequipped wastes and sabotages a manager who would otherwise be successful. Instead, consider arming these inexperienced managers not only with an initial training, but also with an experienced co-pilot to help them learn how to become the type of strong, effective, successful managers that you planned for them to be.

We challenge our clients to consider the possibility that leaving new, young, or inexperienced managers to fend for themselves too soon and underequipped wastes and sabotages a manager who would otherwise be successful. Instead, consider arming these inexperienced managers not only with an initial training, but also with an experienced co-pilot to help them learn how to become the type of strong, effective, successful managers that you planned for them to be.

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Want to learn more about the “Management Death Zone” and how to better enable new, young, or inexperienced managers to become successful leaders? View the recording of our recent webcast , in which we discuss the risks of the Management Death Zone and, more importantly, how to overcome it.

Want to learn more about the “Management Death Zone” and how to better enable new, young, or inexperienced managers to become successful leaders? View the recording of our recent webcast, in which we discuss the risks of the Management Death Zone and, more importantly, how to overcome it.