Leadership is often seen as the ultimate step in an employee's career path. Many organizations promote top performers, assuming that excelling in a technical role qualifies someone to lead. But is leadership really just the next promotion, or is it a distinct profession requiring its own set of skills? That was the focus of my recent conversation with Dr. Nanette Miner, a leadership development expert and founder of The Training Doctor.
After a previous discussion, I invited Nanette back to dive deeper into the topic of leadership and explore why we often make the mistake of promoting people without preparing them for leadership roles.
Leadership: A Profession or a Promotion?
Nanette argues that leadership is a profession, not just a promotion. “Why do we take the best salesperson or the best software developer and promote them to lead their peers?” she asked. “Being good at a job doesn’t automatically make someone a good leader.”
In many companies, high performers are promoted based on their technical abilities, often leading to “misfit leaders.” Nanette shared an example from her career where a manager requested to be demoted back to her previous role, realizing leadership wasn’t for her. This experience taught her that not everyone is meant to lead—and that’s okay.
The Skill Set of a Leader
Leadership requires a different skill set than technical or operational roles. It’s about influencing, collaborating, and motivating people, often without direct authority. While a manager focuses on task execution, a leader must align the team’s efforts with the organization’s vision. Leadership involves empathy, strategic thinking, and emotional intelligence, which aren’t typically required in technical roles.
Nanette referenced a Harvard Business Review study highlighting how leadership today requires skills like decision-making and long-term vision. These aren’t qualities developed simply by excelling in a technical role.
Misconceptions About Leadership
One common misconception is that leadership is synonymous with management. However, management involves authority, while leadership is about influence. A manager has formal power to control resources, but a leader inspires and influences others, often without that authority.
In many organizations, leadership is still viewed as a hierarchical promotion. We discussed how terms like "leadership team" are often misused to describe top managers rather than individuals with genuine leadership abilities. This confusion leads to ineffective leadership, as people are put in roles that don’t align with their skills or ambitions.
The Obsession with Leadership
Leadership is a hot topic—so much so that the global leadership development industry is worth over $366 billion. Nanette pointed out that more than 90% of corporate buyers prioritize leadership training. But why are we so obsessed with leadership?
We both agreed that it’s likely because leadership is done poorly in many organizations. Companies continually search for ways to develop better leaders because their current approaches aren’t working. Many people are promoted into leadership roles simply because it’s the next step, not because they’re equipped for it.
Leadership From Day One
Nanette believes the solution is to start developing leadership skills from day one. Instead of waiting for a promotion, companies should teach core leadership skills—like communication, problem-solving, and collaboration—throughout an employee’s career. These skills shouldn’t be reserved only for those in leadership roles.
Starting early gives employees a chance to decide if leadership is for them. Nanette shared how her clients involve potential leaders in management meetings, giving them an opportunity to observe and learn. This helps employees self-assess and determine whether they’re interested in pursuing leadership.
Can Anyone Be a Leader?
Not everyone is suited for leadership, and that’s okay. Nanette and I agreed that leadership isn’t for everyone, and we need to remove the stigma around declining leadership roles. People should feel empowered to say no if leadership doesn’t align with their strengths or interests.
Leadership is a profession that requires specific skills, ongoing development, and the right mindset. It’s not just the reward for being good at your job, and it shouldn’t be seen as the ultimate career goal for everyone.
Conclusion
As organizations evolve, it’s time to rethink our approach to leadership. Rather than promoting high performers into leadership roles without preparation, we should treat leadership as a profession. By developing leadership skills early, we can help people grow into roles that align with their strengths and passions, avoiding the common mistake of promoting the wrong people for the wrong reasons.
Leadership isn’t just about authority or promotions—it’s about influence, vision, and guiding people toward a shared goal. The question is, are we preparing our future leaders the right way?
Want to hear the whole story? Listen to the podcast episode at: https://podcasts.apple.com/us/podcast/s14e12-the-peter-principle-our-obsession-with/id1569249060?i=1000670519876
Want to watch the whole story? Watch it at: https://www.youtube.com/watch?v=MU_ODgsjw8A
Dr. Yoram Solomon is an expert in trust, employee engagement, teamwork, organizational culture, and leadership. He is the author of The Book of Trust, host of The Trust Show podcast, a three-time TEDx speaker, and facilitator of the Trust Habits workshop and masterclass that explains what trust is and how to build trust in organizations. He is a frequent speaker at SHRM events and a contributor to HR.com magazine.
The Book of Trust®, The Innovation Culture Institute®, and Trust Habits® are registered trademarks of Yoram Solomon. Trust Premium™, the Relative Trust Inventory™, and The Trust Show™ are trademarks of Yoram Solomon.
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