Why Top Performers Don’t Always Make Great Managers
Early in my career, I worked with a colleague named Sarah. She was, without question, the best at what she did. Her reports were flawless, her ability to solve problems unmatched, and her work ethic left everyone in awe. Naturally, when the manager of her department left, Sarah was the first choice to replace them.
On paper, it made sense. Sarah knew the ins and outs of the job better than anyone. But within six months, something became clear: Sarah was struggling. She felt overwhelmed, isolated, and unsure how to handle the dynamics of leading a team. Meanwhile, the team itself was faltering without Sarah’s stellar contributions to guide them. The problem wasn’t Sarah—it was the assumption that excellence in execution equates to excellence in leadership.
The "Best Performer" Trap
Sarah’s story is not unique. In fact, research from Gallup reveals that companies fail to choose the right person for management positions 82% of the time. Why? Because they prioritize technical competence over managerial potential. Organizations often make the mistake of assuming that someone who excels in a specific role will automatically excel in guiding others to perform that role.
This approach can lead to what’s known as the "Peter Principle": employees are promoted to their level of incompetence. The best salesperson becomes the sales manager, but instead of spending their time closing deals, they’re now expected to coach, strategize, and manage conflict—skills they may have never developed.
The Science of Management
Management is not a natural progression; it’s a distinct discipline. Studies from Harvard Business Review emphasize that effective managers possess key competencies like emotional intelligence, strategic delegation, and team-building—skills that aren’t inherent but must be learned and cultivated.
Take coaching, for example. A good manager needs to develop their team members, helping them grow both personally and professionally. This requires patience, the ability to give constructive feedback, and a knack for identifying others’ strengths and weaknesses. It’s a far cry from the "just get it done" mindset that drives many individual contributors.
Data from Deloitte’s Global Human Capital Trends report further highlights the importance of this shift. Companies that invest in leadership development programs see 37% higher employee retention and 21% greater profitability. Yet, many organizations still throw new managers into the deep end, expecting them to "figure it out" without training or support.
A Better Way Forward
Organizations need to rethink their approach to promotions and leadership. Here’s how they can avoid falling into the "best performer" trap:
Identify Leadership Potential Early: Instead of waiting for a vacancy, start observing employees who naturally exhibit leadership traits like empathy, problem-solving, and collaboration. These qualities often matter more than technical expertise when it comes to management.
Create Dual Career Paths: Not everyone wants to manage, and that’s okay. Offering alternatives like senior specialist or technical expert roles allows high performers to advance without forcing them into leadership positions they may not want or be suited for.
Provide Training and Mentorship: Before promoting someone, equip them with the tools they need to succeed. Programs focused on coaching, emotional intelligence, and strategic thinking can make the transition smoother. Pairing new managers with experienced mentors also gives them a resource for guidance and support.
Measure Management Success Differently: A good manager’s success isn’t about how much they personally achieve—it’s about how much they enable their team to achieve. Metrics like employee engagement, team productivity, and retention rates are better indicators of effective leadership.
Looking back, I can’t help but think how Sarah’s story could have been different. What if she had been given the chance to develop her leadership skills before stepping into that role? What if her organization had recognized that her brilliance as an individual contributor didn’t automatically make her the right person to manage others?
We need to rewrite the narrative around management. It’s not a reward for good work; it’s a calling that requires its own dedication and development. By treating management as the science and skillset it is, organizations can ensure they’re building leaders who not only succeed themselves but also empower their teams to thrive. And that’s a win for everyone.