A common mistake in management promotion is:
The best technical performer becomes the manager.
A top salesperson becomes a Sales Manager.
A strong technical expert becomes an Engineering Manager.
But:
Being good at the job does not automatically mean being good at managing people.
Deloitte reports that 73% of organizations recognize that the manager role needs to change, but only 7% say they are making significant progress in redefining it.
New managers are often given KPIs without enough development in:
- Coaching
- Delegation
- Feedback
- Conflict Management
- Performance Management
- Decision Making
- People Development
Managers need to make three important shifts
From Expert → Coach
Do not always provide the answer. Help others find the answer.
From Doer → Delegator
Do not try to do everything yourself. Build the team’s capability.
From Individual Performance → Team Performance
Success is no longer:
“How much did I accomplish?”
It becomes:
“What results can my team create?”
A promotion changes a position. It does not automatically change management capability.
LET Perspective
Manager development should not begin after problems appear.
Manager capability should be built before leaders are asked to lead larger teams.
Source: Deloitte, 2025 Global Human Capital Trends.
