Why You Shouldn't Always Promote Your Best Individual Contributor

In the fast-paced world of startups, it's natural for employers to want to reward their top performers by offering them leadership positions. 

After all, these individuals have consistently demonstrated their value and have contributed significantly to the organization's success.By promoting them into a leadership role, they can take what made them great and transfuse that into their entire team, right? 

Not necessarily.

Promoting your best individual contributor to a leadership role isn't always the best decision. In fact, it can sometimes lead to unintended consequences that may hinder both the individual's growth and the team's overall performance. 

Why does this happen? Let’s dive in.

‍Skills Mismatch

One of the primary reasons why promoting top performers to leadership can be a mistake is that the skills required for individual success often differ from those needed for effective leadership. 

Individual contributors excel at their specific tasks, whether it's coding, data analysis, or algorithmic design. They thrive on solving complex problems and are most excited about delivering high-quality work independently. On the other hand, leaders need to possess a different set of skills, such as the ability to inspire, communicate effectively, delegate, and manage others.

Just because someone is a brilliant scientist or engineer does not mean that they will be a strong people leader or strategic thinker. Failing to recognize this and promoting based solely on individual performance can lead to a mismatch in skills, resulting in a struggling leader and a team that fails to reach its full potential. 

Founders and executives must recognize that leadership requires a distinct set of competencies, and should assess a candidate's leadership potential separately from their technical abilities. 

This may involve looking for individuals who demonstrate strong interpersonal skills, emotional intelligence, and the ability to motivate and guide others, even if they are not necessarily the best technical specialist on the team.

‍Motivation and Preferences

Another factor to consider when promoting top performers is their motivation and preferences. 

Not all top performers are interested in or motivated by leadership responsibilities. Some individuals prefer to focus on their craft and may not enjoy the interpersonal aspects of leadership, such as managing conflicts, providing feedback, or mentoring others.

Forcing a leadership role on someone who doesn't want it can lead to disengagement, decreased performance, and even resentment. Before having promotion conversations with top performers, talk to them about their longer term goals and asipirations. By taking the time to understand what drives and motivates your employees, you can create a more tailored approach to talent development that benefits both the individual and the organization.

The Impact on the Team

Promoting a top performer to a leadership role can also have unintended consequences for the team. When a high-performing individual contributor transitions to a leadership position, the team may suffer from the absence of their unique skills and contributions. This can lead to a decrease in overall team performance, especially if the new leader struggles to adapt to their new responsibilities.

Furthermore, if the newly promoted leader lacks the necessary leadership skills, they may have difficulty guiding and motivating their team. They may struggle to provide clear direction, give constructive feedback, or resolve conflicts effectively, leading to a decline in team morale and productivity.

Before you promote, carefully weigh the benefits of promoting a top performer against the potential risks to the team's dynamics and productivity. Consider how the team will be impacted by the change, ensure that there is a plan in place to backfill the individual contributor role, and provide adequate support for the new leader. 

This may involve investing in leadership training, providing mentorship opportunities, or restructuring the team to ensure that critical skills and expertise are not lost in the transition.

‍Alternative Approaches

So, what can employers do to recognize and reward top performers without always resorting to leadership promotions? There are several alternative approaches that can provide growth opportunities while aligning with the individual's strengths and interests.

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1. Professional Development Opportunities

One way to invest in your top performers is by offering them opportunities for professional development. This can include sending them to conferences, workshops, or training programs that align with their interests and help them expand their skills. By providing these opportunities, you demonstrate your commitment to their growth and enable them to bring new knowledge and ideas back to the organization.

2. Special Projects and Stretch Assignments

Another approach is to provide top performers with special projects or stretch assignments that allow them to take on new challenges and expand their skill sets. These projects should be carefully selected to align with their interests and development goals while also providing value to the organization. By offering these opportunities, you give your top performers a chance to shine and demonstrate their potential in new areas without necessarily moving them into a leadership role.

3. Mentorship Programs

Mentorship programs can be a valuable way to recognize and develop top performers without formally promoting them to leadership positions. By pairing top performers with more experienced colleagues or leaders, you provide them with opportunities to learn, grow, and share their knowledge with others. Mentorship can also help top performers develop the skills and competencies needed for leadership roles in the future, should they choose to pursue that path.

4. Parallel Career Paths

Finally, consider creating parallel career paths that allow for advancement without necessarily moving into management. Many organizations have introduced technical or specialist tracks that provide growth opportunities for individuals who excel in their domain but may not be interested in or suited for leadership roles. These may include “Principal” or “Fellow” titles that recognize their extraordinary technical contributions without having them directly manage people. By offering alternative career paths, you demonstrate that you value your employees' technical contributions and provide them with opportunities for growth and recognition that align with their interests and strengths.

Conclusion

In conclusion, while it may be tempting to promote your top performers to leadership roles, it's not always the best solution. Employers must consider individual skills, motivations, and the impact on the team when making promotion decisions. 

By providing various growth opportunities tailored to each employee's strengths and preferences, organizations can foster a culture of continuous learning and development while ensuring that the right people are in the right roles.

Remember, the key to success for hiring great researchers and engineers is not just about having the best individual contributors but also about building strong, well-rounded teams led by effective leaders. 

By taking a thoughtful and strategic approach to talent development, you can create an environment where your top performers thrive, your teams excel, and your organization achieves its goals. Invest in your employees' growth, recognize their unique contributions, and provide them with the support they need to succeed, and you'll be well on your way to building a high-performing, engaged workforce.

If you decide that the best course of action to fill your leadership need is an outside hire, or if you’ve recently promoted internally and need to backfill the individual contributor role, book a call with us and let's strategize how to approach this together.