Do Not Make Someone a Manager If They Are Not Ready

In the corporate world, there is a common mistake: promotion is often seen as a reward for good work. However, a successful specialist does not necessarily become an effective leader. Management is a separate profession that requires specific skills, and not everyone is capable of mastering them.

In the corporate world, there is a common mistake: promotion is often seen as a reward for good work. However, a successful specialist does not necessarily become an effective leader. Management is a separate profession that requires specific skills, and not everyone is capable of mastering them.

Many companies have ineffective managers who:

• Struggle to clearly communicate tasks.
• Engage in micromanagement, controlling every detail.
• Take credit for the team’s achievements.
• Create a culture of fear and tension.
• Fail to recognize employees' efforts.
• Make the work environment unpleasant.

Such problems are often overlooked, with the assumption that the person will "figure it out" or "learn on the job." However, management requires both experience and certain personal qualities, without which even the most talented specialist may fail in a leadership role.

Why a Great Specialist Is Not Always a Great Leader

Consider this scenario: a developer in your team writes clean code, meets deadlines, and rarely makes mistakes. His name comes up for a team leader position, but there are some concerns:

• He lacks strong communication skills.
• He prefers working alone rather than in a team.
• He avoids situations that require compromise and flexibility.

Promoting him could be a mistake. Instead of gaining an effective manager, the company might lose a valuable specialist and create leadership problems.

How to Prepare Future Leaders

To ensure that promotions benefit both the company and its employees, organizations must prepare leaders in advance:

• Assess both technical and leadership skills. A desire to be a manager does not always mean readiness. Employees must demonstrate problem-solving abilities, decision-making skills, and the ability to work with people.
• Develop soft skills. Good leadership requires communication, conflict resolution, and team management. Without these abilities, a manager becomes a liability rather than an asset.
• Provide learning opportunities. Before appointing someone to a leadership position, companies should offer training to help them build the necessary skills. For example, sending a candidate to a leadership or communication course and observing their progress can help assess their potential.

If companies treat management positions as a natural career step without proper preparation, they risk lower efficiency and the loss of valuable specialists. A leadership position should be an informed decision, not just another step on the corporate ladder.