You may have worked for a boss and come to the realization that your manager wasn’t really good at their job. Generally, a superstar individual contributor will be promoted to a manager position. The theory is that if the person was a rockstar in their role, of course, they’ll make a terrific leader.
However, these fast-track superstars sometimes struggle when promoted to managerial roles. What senior-level executives fail to take into consideration is that the unique skills that make someone an excellent individual performer don’t automatically translate into great leadership.
Management requires a different set of skills and attributes, such as the ability to delegate, motivate others and think strategically about team goals.
Why New Managers Struggle
Executives will often assume that an A-player can just jump into the deep end of the management pool without needing any assistance. However, a lack of training, mentoring, coaching and development can harm the new manager if they are not adequately equipped with the necessary leadership skills.
This glaring absence of direction during the transition phase can result in supervisors who struggle with communication and fail to dispense meaningful feedback and motivate their teams. Additionally, they may lack the empathy and sense of psychological safety needed to effectively manage.
Leadership in today’s rapidly changing business environment is very nuanced. Successful managers must be able to navigate uncertainty, foster innovation and create an environment where diverse perspectives are valued and utilized to solve complex challenges. These skills are not innate and require intentional development and practice.
In the United States, only 34% of employees report feeling engaged in the workplace, with poor management being a significant factor, according to a Gallup survey. The respondents experienced a decline in the clarity of their roles, resulting from a lack of feedback and goal-setting initiatives from their managers. The workers also indicated that management did not effectively tackle issues related to wellbeing and team dynamics.
The Gallup research shows that clarity in expectations has been trending downward since 2020. However, bad managers didn’t just recently emerge. The “Peter Principle,” a term coined by author and “hierarchiologist” Laurence J. Peter in the 1960s, explains the phenomenon of a great worker turning into an incompetent manager.
He concluded that in every hierarchical structure, each employee rises to their level of incompetence. Over time, every job gets filled with a person who is incapable of rising to the duties and responsibilities required to effectively execute their job.
Lacking Leadership Traits
There are several traits that can cause a great individual contributor to struggle when transitioning to a management role.
One significant factor is insufficient interpersonal skills. Leaders must possess effective communication and relationship-building abilities to motivate and guide their teams. Inadequate communication skills can prevent new managers from clearly conveying expectations, providing feedback and fostering open dialogue within their team.
Moreover, top performers can struggle to delegate tasks, often trying to do everything themselves instead of empowering their team members, which can lead to their own burnout and inefficiency. When they have trouble trusting their employees and giving them autonomy, they may start to micromanage, which can stifle creativity and initiative.
Poor emotional intelligence can also further complicate matters, as the inability to understand and manage emotions—both their own and those of others—makes it difficult for new managers to connect with and support their staff. Mediating between team members can be particularly challenging for those who previously focused only on their own work.
Great individual contributors may excel at tactical execution but struggle with strategic thinking. New managers may lack coaching and development skills, making it difficult for them to help their team members grow in their roles.
How To Fix This Problem
To address this issue, organizations need to invest in comprehensive leadership development programs that focus on building the specific skills required for effective management. This includes training in areas such as communication, emotional intelligence, conflict resolution and strategic thinking.
Additionally, employers should consider implementing mentorship programs and providing ongoing coaching to support new managers as they transition into their roles.
It’s essential to recognize that not all great individual contributors will make great managers, and alternative career paths that allow for advancement without moving into management roles can be beneficial for both employees and organizations.
Source: Forbes
