You need to hire someone to do some repairs to your house. You know what needs to be done, but don’t have the time or the experience to do it yourself. The first person who comes to offer his services has never done home repair, doesn’t even have his own tools, but has been successfully running a physics lab at a high level for the past 18 months.
Do you hire him? Probably not. Your reason is that not having the experience is one thing, but nothing about physics (as far as you know) translates over to home repair.
Yet, we do this all the time. The skills a manager needs are dramatically different than those of an individual contributor. Yet, we see someone who does well as an individual contributor and then “promote” them, even though they haven’t demonstrated any of the necessary skills.
That doesn’t mean they’re a bad manager. In fact, they might be a great one. But too often, organizations promote people based on criteria that don’t actually prepare them for leadership. Instead of selecting managers for their ability to coach, delegate, and develop others, companies reward individual performance. They assume that because you were great at your job, you’ll be great at leading a team.
It’s not your fault. But it is your responsibility to close the gaps.
Why Organizations Get Promotions Wrong
Companies often have good intentions when promoting employees, but their processes are flawed. Here’s how it typically happens:
High Performance ≠ Leadership Skills
Many managers are promoted because they were top performers in their previous role. Maybe you were the best salesperson, the most efficient engineer, or the most knowledgeable analyst. But the skills that made you successful as an individual contributor don’t automatically translate to leading a team.
Leading isn’t about doing—it’s about guiding, empowering, and making decisions that support the team. That’s a shift many new managers struggle with because their promotion was based on their ability to execute, not their ability to lead.
Seniority Is Mistaken for Readiness
Sometimes, organizations promote based on tenure. You’ve been here the longest, so you must be ready for the next step, right? Not necessarily. Experience in a role doesn’t always mean someone has the skills—or even the interest—in managing people.
Without intentional development, years of experience don’t automatically turn into strong leadership abilities. They turn into habits—some good, some bad—that may not serve you well as a manager.
Organizations Don’t Define What Good Management Looks Like
Many companies fail to clearly outline what they expect from managers. They assume leadership skills will develop naturally or that new managers will figure it out as they go. But leadership isn’t instinctive for most people—it’s learned.
When there’s no structured training or clear definition of success, managers often rely on what they’ve seen before. If they had a great boss, they might model that behavior. If they had a terrible one, they might repeat those mistakes without realizing it.
The Impact on Middle Managers
If you’re reading this and thinking, *This sounds like me,* you’re not alone. Many middle managers find themselves feeling overwhelmed, unsure of what’s expected of them, and struggling with the transition from individual contributor to leader.
Being promoted for the wrong reasons can lead to:
Imposter syndrome – Feeling like you don’t deserve the role or aren’t equipped to succeed.
Over-reliance on execution – Doing the work yourself instead of guiding others to do it.
Burnout – Trying to be both a top performer and a leader at the same time.
Frustration from your team – If you’re micromanaging or failing to support them, they’ll notice.
None of this means you’re doomed to fail. It just means you need to take intentional steps to build the skills you weren’t given a chance to develop before stepping into management.
You Can Learn the Right Skills
If your promotion wasn’t based on leadership ability, that doesn’t mean you can’t become a strong leader. The good news is that management skills can be learned. Here’s how you can take control of your development:
Shift Your Mindset from Doer to Leader
One of the hardest transitions for new managers is letting go of the work they were so good at and learning to enable others to do it. Your success is no longer measured by your personal output—it’s measured by how well your team performs.
Start by delegating. If you’re still doing the same tasks you did before your promotion, it’s time to step back and empower your team.
Invest in Learning
If your company doesn’t provide formal leadership training, seek out resources yourself. Books, podcasts, and online courses can help you build skills in areas like:
Coaching and developing employees
Giving and receiving feedback
Time management and prioritization
Navigating conflict and difficult conversations
Find mentors who have been in your position and ask them how they built their management skills. Learning doesn’t stop once you get promoted—it’s just beginning.
Ask for Feedback (and Act on It)
Your team is your best source of insight into how you’re doing as a manager. Create a culture where feedback flows both ways. Ask your employees what they need from you, where you can improve, and what support they’re missing.
More importantly, act on what they tell you. Leadership isn’t about perfection—it’s about growth.
Define What Success Looks Like for You
If your company didn’t set clear expectations for you as a manager, set them for yourself. Ask yourself:
What kind of leader do I want to be?
How do I want my team to describe me?
What does success look like in this role beyond hitting business targets?
Clarity will help you focus on the right priorities and measure progress beyond day-to-day tasks.
Conclusion
You Have the Job—Now Become the Leader
You may not have been promoted for the right reasons, but that doesn’t mean you can’t become a great leader. The best managers aren’t born—they’re developed.
Instead of dwelling on how you got here, focus on where you’re going. With the right mindset and commitment to growth, you can build the skills you need to lead with confidence. Your team—and your future self—will thank you.