We've all seen it several times: the emerging superstar or long-time warrior who's excelled at all the challenges the organization has given them. Their career path was impressive, and the organization has benefited handsomely from the high-performer's contributions. The next logical step up the ladder is a managerial role. This is where the superstar fails, and the organization has not only lost one of its most valued contributors, but they now also have a leadership issue.
Not every superstar makes a great leader, and great leaders were not always superstar contributors. Though leadership skills can and should be developed, a high-performer's leadership potential must be evaluated before they are promoted. Delegation tendencies, strategic focus, situational control, humility, and people awareness can all be assessed BEFORE someone is promoted. Understanding a superstar's limitations before setting them up for failure can prevent the loss of a great asset and a managerial headache. In fact, many organizations have two high-potential career tracks: one for high performers with leadership potential and one for strong individual contributors.
The difference between individual contributors and leaders is not merely a matter of skill but of mindset and disposition. Superstars who shine in individual roles might find the collaborative and often politically charged environment of leadership daunting. Leaders are often required to navigate complex interpersonal dynamics, make tough decisions that might not be popular, and inspire and manage teams with varying personalities and capabilities. These are skills that go beyond technical prowess and require a deep understanding of human nature, empathy, and strategic foresight.
Empowered leaders assess a superstar's leadership potential before promoting them to a leadership role, and both are more successful. By recognizing that leadership is a distinct discipline, organizations can better support their top talent in finding the right career paths. Providing mentorship, leadership training programs, and even trial leadership roles can help high performers develop the necessary skills while allowing the organization to gauge their readiness. This careful, thoughtful approach ensures that promotions are based on potential and readiness rather than past performance alone. In doing so, organizations can maintain high levels of morale and productivity, ensuring that their most talented individuals continue to contribute in ways that are most beneficial to both the individual and the organization.
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