Doers Don’t Make Great Leaders - Why High-Performing Individuals Often Struggle as Managers
Transitioning top performers into management roles is a common practice, but HR professionals frequently observe that many high-performing employees stumble when taking on managerial responsibilities. They find that when a high performer is promoted into a leadership role, instead of being a moment of pride and celebration, many new leaders find themselves in a sink-or-swim scenario. The skills that drive phenomenal individual success often differ significantly from those needed to lead a team and without that recognition, leaders are failing.
I’m hearing more than ever since the pandemic, with a shift to remote working, and now with financial uncertainty impacting budget and pressures for employees to do more and more, that the support and skills new leaders need are either lacking or entirely absent.
By understanding these elements of the leadership transition and its challenges, HR leaders and organisations can better support new managers and set them up for success ready for longer term productivity and business outcomes.
The Transition from Doer to Leader
One of the biggest mistakes organisations make is assuming that high performers will naturally transition into successful leaders. As individual contributors, employees focus solely on their own tasks and performance, yet just because someone excels in their current role doesn’t mean they have the skills necessary to lead a team. High performers are often promoted because they have demonstrated exceptional technical skills, commitment, and results. However, these attributes don’t automatically translate into leadership abilities.
“The most dangerous leadership myth is that leaders are born – that there is a genetic factor to leadership. That’s nonsense; in fact, the opposite is true. Leaders are made rather than born.”
High-performing doers often struggle in this transition because the attributes that led to their individual success don’t necessarily serve them well for effective leadership. To become great leaders, they must redefine their roles, cultivate self-awareness, and develop competencies in delegation, leadership communication, and team empowerment. Navigating this, without a framework and support, can knock self confidence as individuals may question their own capability for the first time.
The Different Skills: High Performers vs. Leaders
Skills of High Performers
High performers are often recognised for their exceptional individual contributions. Their skill set might include:
- Technical Expertise: Deep knowledge in their specific area of work.
- Efficiency: Ability to complete tasks quickly and accurately.
- Problem-Solving: Aptitude for finding solutions to complex or niche issues.
- Consistency: Delivering high-quality results time and again.
- Self-Motivation: Driven to achieve personal and professional goals without much external prompting.
Skills Needed for Leadership
Leadership, on the other hand, requires a distinct set of skills and behaviours that are not necessarily inherent in high performers:
- Communication: Effectively conveying ideas, expectations, and feedback.
- Delegation: Assigning tasks to team members based on their strengths and skills.
- Motivation: Inspiring and encouraging team members to perform at their best.
- Conflict Resolution: Managing and resolving disagreements and tensions within the team.
- Strategic Thinking: Looking beyond the day-to-day tasks to see the bigger picture and plan accordingly.
- Empathy: Understanding and addressing the needs and concerns of team members.
- Adaptability: Being able to adjust to changing circumstances and guide the team through transitions.
So why is this such a gap, and what’s going wrong?
When a leadership position opens up, the urgency to fill it can lead to shortcuts. Organisations focus on plugging the gap (generally driven by worry about a short term challenge) rather than setting the new leader up for success in the long term., With the rush to get started leading to inadequate onboarding and training, new leaders are left to figure things out on their own, with the mindset of putting immediate needs over future growth leading to a cycle of reactivity and increasing pressure.
Flawed Training Programmes…
Some organisations have leadership training programmes, but I often find that they are ‘off-the-shelf’, or perhaps out of date given all the changes we have seen in the last 5 years or more. They also might offer generic workshops that don’t address the specific challenges a new leader might face in their unique role. A sales leader, for example, needs different skills compared to a technical team leader, and a lack of tailored training can leave them ill-prepared.
A common mental barrier for new managers is the desire to continue being a 'doer' rather than embracing their new leadership responsibilities. Confidence from previous success can make it hard for them to let go of their former duties. I’ve become known specifically for my work with personal leadership skills in leaders who work in highly skilled or technical environments. And this high level of technical skill and knowledge they demonstrate in their own role can provide specific challenges when moving away from being a ‘doer’.
As HR professionals, it's essential to encourage new managers to shift their focus from individual tasks to overseeing and enabling their team's success.
There’s no doubt that tailored training programmes and continuous support require investment in time, money, and effort and in tight economic conditions or smaller companies, these resources might be limited or directed elsewhere. However, organisations cannot afford to neglect this.
The Consequences of Overlooking Leadership Development
New leaders thrust into their roles without adequate support can quickly become overwhelmed. The pressure to perform, combined with a lack of guidance, can lead to significant stress, particularly as high performers are accustomed to surpassing expectations in their individual roles. With an innate drive to succeed, high performers or ‘doers’ find it very hard to navigate failure and without the structure to support them in managing a high performing team approach, this can lead to stress and a roller-coaster of burnout and reduced wellbeing. In fact, according to DDI, 72% of leaders report feeling burned out by the end of the day — an increase from 60% in 2020.
Ineffective leadership directly affects team performance. Poor communication, lack of direction, and ineffective delegation can create a chaotic work environment. Team members might feel undervalued or confused about their roles, leading to decreased productivity and morale. Where high performers in individual roles often find themselves a source of motivation and inspiration for their peers, this can be lost in a new leadership position very quickly, impacting self-confidence and drive.
When this happens, and new leaders feel unsupported, they often start looking for other opportunities where they believe they’ll be better equipped to succeed. The most unfortunate consequence is the loss of such great potential. High performers have shown they have the skills and drive to excel and are regularly considered stars within the organisation. With the right support, they could grow into exceptional leaders, but by not providing the necessary training and resources, organisations waste this potential, missing out on the innovation and success these individuals could bring.
Sadly, this turnover isn’t just limited to the leaders themselves; their teams might also seek greener pastures if they’re unhappy with the leadership and how it’s transitioned into the team. And there’s no need to spell out how high turnover can disrupt projects and increase costs related to hiring and training new employees.
Looking further ahead, investing in leadership development is crucial for solid succession planning because it ensures that when the current leaders move on, there's a ready pool of capable people to step up. Without structured leadership development, businesses face a talent gap that can disrupt operations and hamper growth. Imagine the chaos if a key leader leaves, and there's no one prepared to take the helm. It’s not just about filling a role; it’s about continuity and maintaining momentum. Companies that don't nurture their talent risk falling behind, as they struggle to find or train replacements quickly enough to keep up with market demands and internal goals.
Breaking the Cycle: Supporting New Leaders
Sounds like a lot to manage? Well, I do believe that addressing this issue requires a fundamental shift in how organisations view and support leadership development. No longer can a minimal budget be used with a one-size-fits all approach. 3 steps to take now are:
- Tailor your training: Training programmes should specifically be designed for new leaders, taking into account the unique challenges they’ll face in their specific roles. This isn’t about a one-day workshop but ongoing development that evolves with the leader's needs. For example, a technical team leader might need more training on project management and technical mentorship, while a sales leader might need training on strategic thinking and customer relationship management. On a more personal approach, being able to identify individual skills that need developing through a series of structured feedback stages is key to really elevating leadership behaviours that bring results.
- Pair with personal mentors: In my experience, providing new leaders with the opportunity to pair with experienced mentors who can provide guidance and serve as a sounding board works really well. Regular coaching sessions can help them navigate the complexities of their new role, and great mentors can supply practical advice (without being overbearing), emotional support, and a safe space to discuss challenges and brainstorm solutions which are relevant to the role, based on lived experience.
- Ringfence the resources: Ensure that there are adequate resources—both time and financial—dedicated to leadership development. This might mean rethinking budget allocations or finding creative cost-effective ways to provide training but it’s a priority worth investing in. When effective leadership development pays off in the long run, it creates a stable, effective leadership pipeline with happy, productive and empowered employees performing at their best.
What this ultimately needs is a culture that values continuous learning and development at all levels. When leadership development is ingrained in the company culture, it becomes a natural part of the organisational fabric, where leaders at all levels are encouraged to pursue growth opportunities.
Overseeing the journey from high performer to successful leader is challenging but immensely rewarding. With the right support, new leaders can navigate this transition smoothly, driving their teams and the organisation toward greater success. So, let’s roll out that red carpet and give new leaders the welcome and structured support they truly deserve.
Finding it hard to pinpoint exactly where to start? Let’s connect over coffee and talk it through. Contact
