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Be sure to check out my latest article at ERE...It's got critical tips for assessing if your candidates struggle with decision-making! (And lots of them do).

Absolutely agree! Growth shouldn't solely be defined by moving upwards. It's essential to invest in specialists and support career development without pressuring every individual contributor into leadership roles. Often, we lose both the expert and the potential leader when we force everyone down the same leadership path. Recognizing diverse skills and career paths is crucial for a sustainable and fulfilling professional journey. Let's value expertise and contributions across all roles!

I totally agree: Individual Contributors and Managers require quite different sets of competencies and skills. In 20+ years of experience I have met quite a big number of very good individual contributors (maybe in what companies define relevant at a specific point in time) who have been promoted multiple times in managerial roles which they were totally unfit to from almost every point of view. And, on the other side, stop promoting team leaders without any clue about what they are managing or even talking about just because they are expert of corporate politics and bla bla bla business jargon. Otherwise it leaves some “expected” big bosses doubtful about what they totally failed to managed from an organizational point of view or some other “expected” big bosses about why their superficial understanding is basically impairing their contribution to the team.

I was having a conversation with someone earlier today about this very topic. While some top performing individual contributors should be put on a path to leadership, other top performing individual contributors should NOT be put on a path to leadership. Simply put, it's not for everyone. Most organizations struggle to tell them apart however - they just promote ALL their top performers into leadership positions...and end up taking some of their best people, putting them into roles that are dramatically different from the one they have done so well in before...and set them up to fail as a result. And once they fail? They will likely be asked to leave the organization (or beat them to the punch and leave on their own). Oh - and that superstar individual contributor the company used to have? Now they're gone too. Now there are 2 important open roles to fill from one well intended, but nevertheless, not well thought out decision. Stop making decisions about which individual contributors should be promoted into leadership positions using criteria that have nothing to do with leadership. Sometimes, the most suitable person to put on a path to leadership, is NOT your best individual contributor. And sometimes, the best thing you can do for some top performing individual contributors, is to keep them in the roles they are performing so well in.

In the grand tapestry of organizational life, let us envisage a harmonious symphony akin to the workings of a finely tuned body. Each member, akin to a vital organ, contributes their unique essence to the collective whole. Just as the hand cannot dismiss the foot, nor the heart disregard the lungs, so too must each individual recognize their intrinsic value within the corporeal framework of our shared endeavor. For it is in this unity of purpose, this collective pulsation towards a common ideal, that the true strength and vitality of our organization shall flourish, transcending the sum of its parts.

High-performing individual contributors are often advanced to a middle manager role even when ill-suited to it. Creating different career tracks for each can help. Explore more tips on how to mend the middle tier➡https://mck.co/3OOx3X7

🚫 Don't Promote Just Because of Tenure! 🚫 Promoting individuals to leadership roles solely based on tenure or lack of immediate alternatives can be detrimental to both the organization and its employees. Leadership isn't just about putting in the time; it's about possessing the right skills, mindset, and passion for guiding teams toward success. When leadership positions are filled without considering merit, the consequences can be severe. Ineffective leadership can lead to poor decision-making, communication breakdowns, and a toxic work environment. It's time to break away from this outdated trend and prioritize quality leadership over arbitrary metrics. Instead, organizations should focus on identifying and nurturing individuals who demonstrate strong leadership potential. Investing in leadership development programs and providing mentorship opportunities can help cultivate a pipeline of capable leaders who are equipped to drive positive change. Let's shift the conversation towards promoting leadership excellence and building workplaces where everyone can thrive. 💼🌟 #Leadership #Management #WorkplaceCulture #CareerDevelopment #LeadershipSkills #EmployeeEngagement #ProfessionalGrowth #Meritocracy #HumanResources #FutureOfWork

This makes all the sense in the world. Lean into your people’s strengths and create opportunities accordingly. Another question is: How will AI will further disrupt the workplace dynamic? Maybe the future is less about technical skills and management skills and more about managing AI and an organization’s integration of its work with the human element.

Bryan Hancock raise an important aspect of career development that often gets overlooked in many organizations. As someone who values both individual contribution and effective leadership, I couldn't agree more with the sentiment expressed here. Promoting high-performing individual contributors to managerial roles solely based on their technical skills or track record of success can sometimes lead to challenges. Excelling in one role doesn't necessarily guarantee success in another, especially when it comes to leadership and management. Creating distinct career tracks that recognize and reward excellence in both individual contribution and management is essential for fostering a diverse and thriving workforce. By offering opportunities for advancement in parallel tracks, organizations can empower employees to pursue the path that aligns best with their strengths, skills, and aspirations. For those who excel in their respective roles as individual contributors, providing avenues for growth and recognition without the expectation of transitioning into management is crucial. It not only acknowledges their valuable contributions but also ensures that they can continue to thrive and make a significant impact within their areas of expertise. At the same time, nurturing effective managers requires identifying and cultivating the qualities that are essential for leadership success. It's about promoting individuals who not only excel in their own tasks but also demonstrate strong communication, interpersonal, and strategic skills necessary for guiding and inspiring teams. Ultimately, a well-rounded approach to career progression benefits both employees and organizations alike. By valuing and supporting different career tracks, we can create a more inclusive and dynamic workplace where individuals can flourish in roles that truly leverage their unique talents and strengths. Let's continue to promote a shared culture of growth and development that recognizes the diverse contributions of all employees and paves the way for their long-term success. #CareerDevelopment #Leadership #EmployeeEngagement #ProfessionalGrowth

Couldn't agree more! It is a very common mistake to think everyone's career path should include being a manager. This is, frequently, a deep misunderstanding of team members and organizations. There are massive achievements that can be made from an individual contributor role, in fact, not everybody is interested in leading teams. When we push for this kind of promotions because we think we are rewarding a good performer, we end up losing a great contributor to earn an incapable manager. My invitation is to understand people's interests as well as company needs, and conjugate both into a winning strategy for all parts.