A leader describes promoting a top problem-solver into management, only to find they couldn't develop people and created dependency on themselves. The team stalled. He asks if your organization makes the same mistake.
You say leaders should develop people, but you promote the person who solves everything themselves. Again, I use myself as an example in a lot of this. I have done that exact thing where I've taken that best producer who is a problem solver. In fact, that person still is here within my group of organizations. And that person has been in different roles throughout the last decade or so. But it's the initial one was, well, they're really good at X, so I'm going to promote them. And they weren't really good at certain things as a result of that. So the development of their people never happened and dependency for a while was what was created. And so we had to address that. So does that happen in your organization?
