The “Best” Individual Contributor is not always the “Best” Next Leader
The problem is as old as leadership itself. When one leader leaves they must be replaced as quickly as possible to maintain the integrity of the group. The obvious choice is to promote the best performer of the those who remain in the group. Simple, right. Problem solved.
Not so. The skill set needed for leadership are often the opposite skill set needed to succeed as an individual contributor. Leadership skills are more about the group’s performance, not the individual. How many great sales people have been ruined when they are promoted to leadership? The reason is simple – different skill set.
The best example is the new Welding Supervisor. Yesterday she was a welder who was performing better than her peers. Her supervisor quits, and management promotes her to be the new supervisor. The problem is that her skill set has not been added to overnight. Today, she must deal with leadership issues that she has had no training or exposure. Quickly, she begins to fail and reverts to what she knows best. Being a welder. She begins to produce the work of three welders but her new department flounders. Why? Because she is too busy being a super welder versus a even a decent leader.
Our welder was promoted and the expectation was that she would overnight have all the skills and knowledge of being a leader. She was set up for failure out the best intentions. Too often companies expect the promoted or new supervisor to figure it out on their own. The leaning curve is steep and slow. The best companies give their frontline leadership a fighting chance for success through training, mentoring and coaching.