It is more common than you may believe. The strong, talented individual performer in the team with all the right behaviours catches the attention of the senior leadership group.
They are seen as the bench mark for others due to their sales results, few production errors or perhaps the greatest ability to retain key clients. In fact, they are so good that it is a shame that the business can’t clone them. Instead of leaving this worker in their position to continue to shine, a decision is made to promote.
While there is no doubt that in some situations this can be the best outcome, there are endless examples where it can result in disaster. In the attempt to promote the ‘best’ worker, the business may overlook that the core skills, behaviours and competencies required in the role of leader are likely to be vastly different to those of the team member. Furthermore, a promotion may accidentally remove the elements of the employee’s day that engage, motivate and challenge them.
Eventually, talented employees will be passed the leadership baton but employers need to be mindful that the skills required to be a successful individual contributor are not the only skills required to become an effective leader. This can quickly disengage the new leader, particularly if the business fails to determine if they are ‘motivationally fit’ and skilled to make the transition successfully.
A talented contributor is used to the rewards and accolades that come with success. They have mastered their craft and in many ways they are the captain of their own ship. The transition to first time leader can be overwhelming and many organisations do not have the right mechanisms in place to set the employee up for success.
The new leader quickly works out that managing people is a whole new ball game and it doesn’t take long for them to feel overwhelmed. This can lead to feelings of doubt and in some cases a desire to return to the role they loved.
The challenges vary depending upon the position and the person, but some of the common hurdles that a new leader faces include:
In an ideal world, employers have robust talent mapping, succession planning and emerging leader development programs – but understandably this is not always the case. When employers have identified their future leaders early, it enables them to start laying the foundation to prepare the employees for leadership. Developing emerging leaders takes time and it is unrealistic to expect a new leader to seamlessly transition.
Early support and development are mutually beneficial as not only does it mean that when the time comes, the leader will be more ‘job ready’, but it will help to identify and eliminate those employees who feel that they are not suited to or motivated by leadership positions.
New leaders commonly feel overwhelmed with their responsibilities and this comes from a lack of preparedness by the business. The result is the need to rely on the skills that made them successful in their team member position, rather than a toolkit of skills specifically acquired to manage and lead others.
There is no question that employers benefit from developing high potential employees prior to promotion.
While there are clear challenges in progressing from individual contributor to leader, it can certainly be done. The following tips will enhance the chance of success:
It is important to have open and transparent discussions with team members to ascertain who has the Ability, Agility and Aspiration (AAA) to successfully transition from talented performer to leader. It is a mistake to assume that every high performer wants to climb the ladder. Promoting the wrong person is a costly mistake – not just in the new leader position, but it may even cost you your best worker.
The creation of an emerging leader program will work to identify, develop and support employees who have the AAA. When done well, it will effectively complement internal promotions and form a natural transition to leadership.
When employees can understand that there will be challenges and a steep learning curve, it is easier to accept that it is ‘normal’ to feel overwhelmed in the early stages. Managing employees that used to be peers can be a hurdle, so arming new leaders with tools and strategies will help them to be successful.
Making the shift to leader is about more than moving desks and accepting a higher pay grade. It is a mindset shift about assuming responsibility and empowering team members to deliver. Sometimes new leaders will not resist the temptation to remain doing the technical, because this is the safe zone. The move from ‘builder’ to ‘architect’ in the team requires support, feedback, mentoring and a supportive learning environment.
Promoting your best worker may be the best outcome, however it could also be a costly mistake. To minimise risk and increase success, employers are encouraged to devise a talent management framework that enables the high performers with high potential to be identified (HIPOs).
Once identified, HIPOs can be developed for future opportunities where they can contribute even more to the organisation. What is most important is that employers don’t get so caught up in the hunt for talent, that they forget to do a sense check as to whether the employee has the aspiration to do more. For some, a vertical climb up the ladder is the only way – but just maybe your best worker is exactly where they need to be.
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Georgina is Senior HR Content Editor – Publications at Ai Group. She is an accomplished Human Resource professional with over 25 years of generalist and leadership experience in a broad range of industries including financial services, tourism, travel, government and agriculture. She has successfully advised and partnered with senior leaders to implement people and performance initiatives that align to business strategy. Georgina is committed to utilising her experience to create resources that educate and engage and is passionate about supporting members to optimise an inclusive workforce culture that drives performance.
