The Five Rules for Promoting Great Leaders
Selecting the right individuals for leadership roles within an organization is more of an art than a science. However, certain principles can guide decision-makers toward more effective and impactful choices. These principles not only aim to recognize and nurture potential but also to avoid common pitfalls that can undermine organizations and businesses.
In this post we’re going to highlight five principles for promoting great leaders within your organization—five principles made up of three do’s and two don’ts.
The Three Do’s of Promotion
1. Leadership Through Growth and Influence
The cornerstone of promoting individuals to leadership positions lies in identifying those with a proven track record of growth and leadership. Growth in this context is not just about climbing the corporate ladder—it’s about demonstrating an ability to adapt, learn, and excel across various domains or challenges. Such individuals show a versatility and resilience that are invaluable in leadership roles.
Leadership is also about influence. Titles and positions aside, true leaders inspire and rally others through their vision, integrity, and ability to connect. When considering candidates for promotion, their past and present influence on their peers and teams can be a reliable indicator of their potential to lead effectively.
For example, someone who has moved from a junior role to a higher position shows career growth, but it’s important to see what they’ve achieved in those roles. If a project manager successfully introduced and implemented agile methodologies, improving project timelines and team satisfaction, this is a clear sign of professional development. When evaluating influence, consider actions that positively affect the team without relying on formal authority. A team leader who initiates a mentorship program that improves morale and productivity demonstrates the ability to lead and inspire others. Therefore, assessing a candidate involves looking at the results of their work and how they’ve positively influenced their colleagues and the overall work environment.
2. The Non-Negotiables of Integrity and Character
A leader’s character and integrity form the bedrock of their ability to lead with respect and trust. Character, shaped by a myriad of life experiences, reflects the core of an individual’s ethical and moral compass. Integrity, the consistency between words and actions, ensures that a leader is reliable and trustworthy in all circumstances. Promoting individuals who embody these qualities not only sets a high moral standard within the organization but also fosters a culture of accountability and ethical behavior.
But how can we recognize integrity and character in a potential candidate for promotion? By observing how they handle responsibilities and interact with others. When faced with difficult situations, do they hold to their values, or do they cut corners? Candidates who openly admit mistakes, take responsibility, and focus on solutions rather than placing blame exhibit strong integrity. Like a team member who decides to own up to and correct an error in a finance report, maintaining trust and team respect. Additionally, those who treat all colleagues with respect, regardless of rank, and prioritize the team’s success over personal gain demonstrate the kind of character well-suited for leadership roles. A good example of this is a candidate willing to take time out of their schedule to help new team members, without direct benefit to themselves. At the same time, leaders should also consider feedback from peers and subordinates, as these perspectives can offer insights into the candidate’s day-to-day conduct and ethical decision-making. If an employee is praised by their co-workers for fairness, and by subordinates for promoting inclusivity and open dialogue, you know you have a solid candidate for promotion.
3. Communication and Emotional Intelligence
Effective leadership is intrinsically tied to the ability to communicate and relate to others on an emotional level. Leaders with high emotional intelligence (EI) are adept at listening, understanding, and empathizing with their team members. This ability to connect on a human level is crucial for building strong teams, resolving conflicts, and driving collective success. As such, a leader’s communication skills and emotional intelligence are predictive of their ability to inspire and lead effectively. Let’s unpack these two crucial skills a bit more.
Communication in the workplace encompasses both the ability to convey information effectively and the capacity to listen and understand feedback. A leader with strong communication skills can clearly articulate goals, expectations, and feedback to their team, ensuring that everyone is on the same page and working toward common objectives. For instance, a manager who can break down complex tasks into understandable steps for their team demonstrates good communication. This skill is critical for preventing misunderstandings and building a cohesive team. Moreover, good communication also involves active listening, as shown by a leader who solicits and thoughtfully considers team input before making decisions, fostering an environment of mutual respect and collaboration.
Emotional intelligence (EI) refers to a person’s ability to recognize, understand, and manage their own emotions and those of others. Leaders with high EI are adept at navigating social interactions and relationships, crucial for managing team dynamics and resolving conflicts. An example of emotional intelligence is a supervisor who notices a team member feeling stressed and privately offers support and resources to help them manage their workload. This ability to perceive and act on emotional cues can prevent burnout and promote a supportive work culture. Additionally, emotionally intelligent leaders can motivate and inspire their team by understanding and addressing individual needs and concerns, leading to improved team morale and productivity.
If you have these three do’s in place when looking to promote someone in your organization, you are likely already 80% of the way there. However, there are two equally important don’ts that are worth discussing for promoting effective leaders.
The Two Don’ts of Promotion
1. Proceed with Caution: Technical Expertise and Big Ideas
While technical expertise and innovative thinking are valuable traits, they should not be the sole criteria for leadership promotions. The ability to manage and lead a team requires a distinct set of skills that go beyond subject matter expertise. Leaders should be chosen based on their capacity to guide, motivate, and develop their team, rather than just their technical prowess or visionary ideas.
Technical expertise and big ideas are both valuable assets in any workplace, representing the depth of knowledge in a specific domain and the ability to think creatively or innovatively, respectively. Technical experts are often the go-to individuals for solving complex problems within their field, contributing significantly to the development and implementation of solutions. For example, a software engineer with deep knowledge of coding languages can streamline processes or introduce new technologies that enhance product functionality. Similarly, individuals who consistently generate big ideas can propel a company forward by identifying new opportunities for growth or innovation, such as a marketing professional who devises a groundbreaking campaign that significantly increases brand visibility and customer engagement.
However, while technical expertise and big ideas are crucial for organizational success, promoting individuals to leadership positions based solely on these attributes should be approached with caution. Leadership roles require a broader set of skills, including the ability to manage and inspire a team, communicate effectively, and make strategic decisions. An individual may be an exceptional coder or a brilliant strategist but lack the interpersonal skills necessary to lead a team effectively. For instance, a technically skilled professional might focus so intently on the details of their work that they neglect team development or fail to communicate effectively with non-technical staff. Likewise, someone who is always chasing the next big idea may overlook the importance of guiding their team through the practicalities of bringing these ideas to fruition. Therefore, while technical expertise and innovative thinking are important, they should be balanced with other leadership qualities when considering candidates for promotion.
2. The Red Flag of Narcissism
Promoting individuals who exhibit narcissistic tendencies can be detrimental to an organization. Such individuals, often self-absorbed and lacking in empathy, are ill-equipped to foster a positive and collaborative team environment. The aftermath of promoting a narcissist can be a mass exodus of talent and a significant setback for the organization. It’s imperative to assess a candidate’s ability to place the team’s interests above their own and to lead with humility and empathy.
Narcissism in the workplace is characterized by an excessive focus on oneself, an incessant need for admiration, and a lack of empathy for others. This trait will prove to be detrimental in a leadership role, where the ability to understand and prioritize the needs of the team is crucial. Narcissistic leaders often prioritize their own success and recognition over the collective goals of the organization. For example, a narcissistic manager might take full credit for team achievements while deflecting blame for failures onto team members. This not only damages team morale but also erodes trust and respect, essential components of effective leadership.
The importance of recognizing narcissism as a red flag cannot be overstated. Leaders with narcissistic tendencies are likely to create a toxic work environment, where open communication and collaboration are stifled. Another example of narcissistic behavior in action is a leader who consistently dismisses feedback or criticism, viewing it as a personal attack rather than an opportunity for growth. Such leaders may also demonstrate favoritism, rewarding those who provide unwavering admiration while sidelining or undermining those who are seen as a threat to their ego. Recognizing and addressing narcissism in potential leaders is vital to maintaining a healthy, productive workplace culture where all team members feel valued and heard.
Conclusion
The process of promoting individuals to leadership positions is a delicate balancing act that requires careful consideration of a candidate’s track record, character, communication skills, and emotional intelligence. While technical skills and big ideas contribute to an individual’s competency, they do not necessarily make them a good leader. By prioritizing growth, integrity, and the ability to inspire and connect with others, organizations can ensure that their leadership ranks are filled with individuals who are not only capable of leading but also of elevating those around them to achieve collective success.
