Transitioning To A Leadership Role
- Gifford Thomas
- Dec 27, 2024
- 2 min read

One year ago, I spoke to a Human Resources manager who indicated that his company developed and implemented a leadership development programme for all their engineers because they had severe problems leading their teams. For example, the engineers had problems with communication, building trust and motivation. He said although the engineers were fully qualified and competent in the technical aspect of their job, they had loads of problems with their leadership skills, and there were several complaints from their team regarding their people skills. This got me thinking: how in heaven’s name did these people become responsible for managing and leading people in the first place?
In many companies, as someone indicated to me, people are promoted based on their performance. Still, nothing is done to evaluate whether that person has any leadership capabilities necessary to lead people. Some people have no people skills, cannot get along with people, cannot speak to people, and believe nothing can happen without them yet; they are “in charge” and promoted as the leader of the organization. If someone has no people skills, how do they expect to get anything done?
According to Jim Harter, Gallup’s Chief Scientist, it is a rite of passage in most organizations to promote someone based on their performance on the job. So if you are very good at sales, or accounting, or any number of specialties–and stay around a long time, the next step in your progression is to be promoted to manager. However, the talents that make a person successful in a previous, non-management role are rarely the same ones that will make them excel as a manager or leader.
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