High Performers vs. High Potentials: Who Should You Promote?
Ever faced this dilemma? You have a rock star team member who always nails their targets, delivers top-notch results, and is your go-to person for tough problems. Naturally, you think, “They’d be an amazing manager!” But then, there’s another team member who might not always be in the spotlight but shows incredible promise, vision, and leadership potential. So, who do you promote? It’s a tricky decision, right?
Promoting team members to management roles is one of the most critical decisions you can make as a leader. The success of your organization depends not only on having strong individual contributors but also on nurturing effective leaders who can inspire and guide their teams. But it’s not always clear-cut. High performers are reliable and consistent, while high potentials bring fresh perspectives and a growth mindset. Both have their unique strengths and considerations. So, how do you ensure you’re making the right choice? How can you proactively prepare your team members for the challenges of management?
Let’s explore explore the strengths and considerations when it comes to promoting high performers vs. high potentials in management roles.
High Performers as Managers
Strengths:
Proven Track Record: High performers consistently achieve great results. You can count on them to keep productivity up and hit those immediate goals.
Expertise: They know their stuff inside and out. Their deep knowledge and experience are gold when handling technical and operational challenges.
Consistency: They’re reliable and set a strong example for their team in terms of work ethic and quality standards.
Considerations:
Leadership Skills: While high performers excel in their current roles, they might need some help developing leadership skills like people management, conflict resolution, and strategic thinking.
Adaptability: They’re great at keeping things running smoothly, but they might struggle with driving innovation and adapting to big changes.
High Potentials as Managers
Strengths:
Leadership Potential: High potentials often show strong leadership qualities even before they’re in a formal managerial role. They’re likely to inspire and motivate their team effectively.
Strategic Thinking: They have a broader vision and can think strategically, which is crucial for long-term planning and innovation.
Growth Mindset: High potentials are adaptable and eager to learn, making them well-suited to navigate and drive change within the organization.
Considerations:
Experience: High potentials might lack the extensive experience of high performers. They may need time and support to build their expertise in certain areas.
Immediate Impact: While they have great potential for future growth, their immediate impact might not be as strong as that of high performers who are already proficient in their roles.
Promoting high performers vs. high potentials in management isn’t just about recognizing past performance or future potential.
Solutions to Common Challenges
Finding the right person for a management role isn't just about recognizing current performance or potential. It requires proactive steps to prepare team members for the transition. By addressing common challenges before they become managers, you can set them up for success. Here are some key strategies to consider:
Doing vs. Managing the Work: Help new managers shift from doing the work themselves to overseeing and guiding their team’s efforts. Training on delegation and time management can be beneficial.
Managing Former Peers: Equip new managers with strategies for managing former peers, such as setting clear boundaries and maintaining professionalism.
Letting Go of Being the Expert: Encourage new managers to trust their team’s expertise and focus on developing their leadership skills. This can involve stepping back and allowing team members to take the lead on technical tasks.
Lack of Time to Get Things Done: Provide time management training and tools to help new managers prioritize tasks and manage their workload effectively.
Developing & Coaching People: Offer training on how to coach and develop team members, including providing constructive feedback, setting goals, and fostering a supportive team environment.
Making the Right Choice
So, how do you decide who to promote? Here are some steps that can help:
Assess Leadership Readiness: Use tools like 360-degree feedback and leadership assessments to see if high performers or high potentials are ready for management roles. This helps pinpoint where they might need extra training or support.
Tailored Development Programs: Create customized development plans. For high performers, focus on leadership skills and strategic thinking. For high potentials, offer opportunities to gain experience and make impact.
Mentorship and Coaching: Pair new managers with experienced mentors. This guidance is crucial for helping them navigate their new roles and develop necessary skills.
Monitor and Adjust: Keep an eye on new managers and be ready to tweak their development plans as needed. Continuous feedback and support are key to their success.
Both high performers and high potentials can excel in management roles, but they need different types of support and development. By understanding their strengths and considerations, you can make smart decisions that align with your organization’s goals and build a strong leadership pipeline. Investing in the right development strategies for both groups will boost their effectiveness and drive long-term success for your organization.
Promoting high performers vs. high potentials in management isn’t just about recognizing past performance or future potential. It’s about fostering a culture where both can thrive, grow, and lead your organization to new heights. So, take the time to assess, develop, and support your team members – your future leaders depend on it!
