Project Failure Files: Promoting Bad Managers
In Episode 37 of the Project Failure Files weekly webcast, our focus was “Great Individual Contributors Make Great Leaders,” in which Sharon and I challenged the common assumption that high-performing individual contributors naturally transition into effective leadership roles. While excelling in technical or functional tasks, many top performers lack the necessary leadership skills such as emotional intelligence, delegation, and conflict resolution. The discussion explored the risks of promoting employees based solely on performance, emphasizing that leadership readiness requires a different set of aptitudes and ongoing development.
To address these challenges, the episode highlighted strategies for identifying leadership potential before promotion, including mentorship programs, peer evaluations, and leadership development tracks. It underscored the importance of training new managers rather than adopting a “sink or swim” approach, which often leads to disengagement and turnover. Companies should provide structured leadership pathways, ensuring employees transition smoothly into management or are given alternative career paths if leadership is not the right fit.
Ultimately, the conversation stressed that not all great contributors should become managers, and organizations must focus on leadership aptitude rather than performance alone when promoting employees. Investing in leadership training, offering mentorship, and allowing flexibility in career growth result in stronger teams, better retention, and a more effective leadership pipeline. The best leaders are those who are supported, developed, and equipped with the right tools to succeed.
Enjoy the episode!
Be sure to tune in next Monday, March 3rd at 9am Pacific for Episode 38 of our weekly series as Sharon and I discuss “Letting Employee Disengagement Linger .“ Hope you can join us on LinkedIn or YouTube.
