High performers at their current job often fail as leaders. Before promoting someone, check if they think beyond their role, generate new ideas, and actually want to lead. Moving a strong executor into management without these qualities can render them ineffective.
Chapters
Yeah, I think you just got to be paying close attention to the need, right? Is there a need in the organization right now? And then pay attention for the people that take the initiative, take the ball and run with it. There are certain people that are just really good at doing their job, right? And sometimes you'll take that person like, oh, you're doing so good, let me move you up. And you might take somebody out of doing a great job and promote them into obsolescence, really. And so you want to be conscious, like, is this the kind of person that doesn't just do a great job, but is also thinking outside the box, that's innovating, that's coming up with new ideas, and is the kind of person that would want to step into that type of role?