If You Don’t Like to Elevate Others, Don’t Try to Lead

Picture this: A person excels as an individual contributor or shows great potential. To reward and retain them they are given the promotion. The new position comes with a pay increase and allows them to make more decisions and influence strategy. It’s a great moment of validation for the employee.  

This scenario happens in organizations every day. But there’s a huge problem. This practice of rewarding performance with a position of leadership isn’t always the best strategy. 

Here’s why: I was promoted to be a manager in my previous company after I pushed for the promotion. I immediately jumped into the job and worked long hours to prove myself worthy. While my team did a few things well, the performance didn’t improve and no one was growing, developing, or finding joy in their work.  

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