Why Great Employees Don’t Always Make The Best Bosses (And What To Do About It)

Have you ever noticed that most people in leadership positions are where they are because they excelled in technical roles and were given opportunities for advancement? Take inventory in your office. What do the careers of the middle and upper managers look like? In the places I’ve worked, the majority of my colleagues have climbed the corporate ladder for exceeding expectations in past positions.

That has certainly been the case for me. My meteoric rise to department director has culminated from a promising performance record, a series of fortunate circumstances, and supervisors who have put their faith in me. If you look at my resume before this position, it left a lot to be desired in terms of experience beyond technical work. It has been up to me to sink or swim these last few months. Motivated by the desire to see our team and its members succeed, as well as to show my supervisors that they made the right choice, I have Michael Phelps-ed my way through it.

This Harvard Business Review article for new managers points out that, “just because you were a terrific producer before you were promoted it doesn’t mean you’ll automatically be a terrific boss.” You see, “for most newly appointed managers…the skills and qualities that earned them the promotion are very different from those that will serve them well as a leader, and they’re often left to figure it out on their own…” It is up to us—those lucky enough to be entrusted with leadership positions—to be conscious of this disparity and prepare ourselves for our new roles by acquiring (or refining) management, leadership and business administration skills required to be successful.

It has taken a village to get me in “boss” shape. It would have been so much easier to default back to my comfort zone: doing the technical work that I’m good at and got me my promotion. Instead, I have relied heavily on the wisdom of my mentors, my supervisors, my friends, my family, the experts at Dale Carnegie, books, and articles to foster the skills with which I am less comfortable. It’s going to continue to take all of these resources and a few life lessons (read, mistakes) to refine them as I move forward in my career. Nevertheless, I’m headed in the right direction.

If you find yourself in a similar situation, here are three Harvard Business Review articles I found particularly helpful in approaching my role as a new manager like a seasoned pro:

And now, for your quote of the day:

“Before anything else, preparation is the key to success.” —Alexander Graham Bell

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