A very good individual contributor was promoted to Manager in less than a year in one of the Engineering Company
She was technically strong and consistently delivered.
A few months later, she wanted to resign.
And she wanted her team to leave with her.
That was the real problem.
Don't assume that your best individual contributor is automatically ready to manage people.
Managing people was a different job altogether.
She now had to delegate, manage former peers, handle conflicts, give feedback and take responsibility for the team's performance.
And don't stop paying attention once the promotion is made.
The first few months matter.
Talk to the manager. Talk to the team. Look for friction. Give the new manager support.
Because by the time people start resigning, the problem may have been there for months.
Before promoting your next star performer, ask:
Are we promoting them because they are good at their current job, or because they are ready for the next one?
Have you ever promoted a high performer into management and seen unexpected changes in the team?
What happened? I’d love to hear your experience
The Founder’s Growth Playbook | Edition #8
SB Growth Partners
People. Talent. Growth.
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