In my recent article, I share how people in leadership positions tend to bring along more of their old habits than is helpful. This is a common pitfall people face when they move up into positions that need leadership more than management or technical expertise.
If you are experiencing this challenge, another negative side-effect may be that you are promoting other people because they are great at doing things.
“What? You’re saying I shouldn’t promote people who do things well?!”
Not necessarily. If the new role requires those skills, then promote! However, if the new role requires the person in it to lead others to develop those same skills, you may be inducing more of a problem than you realize.
Developing people is a skillset unto itself. If you promote someone just because they are good at something, it means they will likely micromanage, be critical, and otherwise discourage the very people who need to learn and apply those skills for the business.
While there’s no doubt you need to promote people with amazing abilities to be successful, sustainable success is attainable only when you have leaders who have the ability to develop others to be better than they will ever be themselves.
How have you seen the promotion of leaders play out in workplaces you’ve been part of? And what affect has it had on the organization?