I often see emerging leaders within a company promoted to the next management level, only to fail. It was assumed that the newly promoted individual would succeed at this advanced responsibility because they were highly successful in their previous role. However, without proper training, what can we really expect? Outstanding performance in an earlier position does not necessarily mean they possess the essential managerial skills or leadership abilities.
Every advancing member of our Armed Forces undergoes entry-level and level-up training each time they are promoted. The training includes two tracks: developing operational skills specific to their assigned branch and building leadership skills to perform at the next level. The Army does not assume you will be a good leader as a Sergeant just because you performed well as a specialist.
Exceptional companies understand that for their growth, they need outstanding leaders at every level of the organization. Importantly, they invest in developing their leaders to succeed in the next stage of their career advancement.
When we promote based only on past technical achievements, we risk falling into the Peter Principle—the idea that employees advance to the level of their own incompetence. The star developer or record-breaking salesperson is often rewarded with a title that requires a completely different skill set. Suddenly, their “hard skills” become less important than “human skills” like empathy, conflict resolution, and strategic thinking.
To lead means to stop doing the work and start guiding the people who do it. This is the most difficult shift in a professional career. It demands a fundamental change in identity. Without a bridge to cross this gap, we don’t just lose a manager; we lose the high performer they once were and, eventually, the morale of the team they now lead.
True leadership isn’t an innate gift given to a lucky few; it’s a discipline that must be developed. Viewing leadership as a result of tenure is a disservice to individuals and a risk to the organization. To foster a culture of excellence, we need to shift our view of promotion from a reward for past accomplishments to an investment in future potential.
We must champion a future where an investment is matched to every title change in growth. By providing the tools, mentorship, and formal training needed to lead, we turn potential into power. Let us stop setting our best people up for failure and start preparing them for greatness. The talent of its individuals does not measure the strength of an organization, but by the intentionality with which it develops its leaders.
COL Paul A. Raggio (Ret.) owns Five Star Leader Development and serves as an executive business coach. He assists C-Suite leaders, business owners, and their management teams in enhancing leadership, management principles, and top business practices. Contact him to achieve outstanding results at paul@fivestarleaderdevelopment.com or call and text at (252) 571-7368. Visit his website at https://fivestarleaderdevelopment.com.