Have you ever seen a situation where someone is exceptionally good at their job, but once promoted to a team leader, manager, or executive, everything falls apart?
This is a common occurrence and a widespread misunderstanding about career advancement.
The reason for this is that being a leader or an executive is much more than just "work." The critical aspect is "people management."
When we are individual contributors, our focus is on using our skills to accomplish tasks directly in front of us, striving for excellence and responsibility in our work. Our performance is judged by our direct output.
However, once someone becomes an executive, they no longer do the work themselves but must manage others to work according to their vision. This requires a different set of skills.
People are not like computer programs that execute commands without issue. Managing people involves caring for their feelings, addressing problems beyond "work," like relationships with colleagues, personal issues at home, etc., all of which can impact work.
Therefore, it's not surprising that many skilled workers fail when they become leaders, unable to manage these issues effectively, often leading to rapid deterioration in work quality. This situation is particularly common for those newly promoted to leadership roles.
Furthermore, the way leaders conduct themselves can lead to issues, such as misuse of power, bias, favoritism, etc.
This explains why some people are better suited to being individual contributors or ideators but not in leadership roles. Many business owners are great at starting companies but not suitable for managing them due to a lack of administrative skills.
Persisting in a leadership role without the necessary skills can quickly lead to the downfall of a business.
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