Bill has recently been promoted from a super technician to a technical manager, and is struggling to make the role transition effectively. He'd prefer to spend his time solving technical problems as opposed to developing the skill of others. He's frustrated and so are his direct reports.

• Why was Bill promoted? Was it technical competence? Had his management skills ever been evaluated?
• Has the organization identified what competencies are essential for success within management roles?
• Does Bill understand what skills and abilities are essential for success as a manager? Is he committed to succeeding in that role? Can Bill reconcile his preference for hands-on work with his need for promotion, growth and recognition?
• What does Bill think his strengths and weaknesses are vis a vis the identified critical managerial competencies?
• What are others' opinions of Bill's strengths and weaknesses? Is he aware of those opinions? How do they compare to his own?
• Can Bill develop his management skills so that he can perform at an acceptable level, based on organization standards?
• Is Bill committed to his development? Is anyone available to provide feedback and coaching to him in his efforts?