2 min read
We all want to reward our high performers. When you have someone who consistently crushes their numbers, masters every technical hurdle, and shows up with a relentless work ethic, they’re an asset to the organization. Naturally, when a leadership seat opens up, they’re the first person you think of.
However, the very traits that make someone a "rockstar" individual contributor can sometimes create significant friction when they transition into management.
You’ve likely seen this play out. A high performer is promoted, but suddenly, the team’s momentum stalls. Decision-making bottlenecks begin to form because the new manager is still trying to be the "expert" on everything. Silos start to harden as they focus solely on their department’s metrics, losing sight of how they impact the rest of the organization.
It’s not that they aren’t talented—it’s that the mindset required to do the work is fundamentally different from the mindset required to lead the people doing it.
The High-Performer Paradox
In complex organizations, high performance is often measured by individual output. But leadership is measured by collective impact.
When a high performer operates with an inward mindset, they tend to see their new team members through a limited lens:
-
Vehicles: People who are there to help the manager maintain their own high standards and reputation.
-
Obstacles: People who "get in the way" of the manager’s vision or process.
-
Irrelevancies: Those who aren't directly contributing to the manager's immediate KPIs.
This isn't a character flaw; it’s a mindset trap. Because they’ve been rewarded for being the "best" at the task, they often struggle to stop seeing people as objects and start seeing them as people with their own objectives and challenges. The result? A strategy-execution gap where the team stays busy, but the organization’s high-level goals stay out of reach.
The 3A+ Framework
To avoid the promotion trap, you don't need to ignore your high performers—you need to review them through a different filter. Instead of just looking at their past output, use the 3A+ Development Framework to gauge their leadership readiness:
-
Capability: Do they have the technical skills for the new role? (This is where most reviews end).
-
Effort: Are they disciplined and focused? (High performers usually excel here).
-
Impact: This is the critical piece. Ask: Does this person currently help the people around them succeed, or is their success achieved at the expense of others?
The Mindset Interview Question: Before you promote, ask the candidate: "Tell me about a time you realized your work was making a colleague’s job harder—even if you were hitting your own goals. What did you change?"
If they can’t point to a time they adjusted their own work to help someone else, they may still be operating with an inward mindset. They might be a high performer, but they aren't ready to lead yet.
The Outcome
When you shift your selection process toward an outward mindset, you stop creating "accidental managers" and start building leaders. You get managers who proactively dissolve silos and empower their teams to take initiative. By reviewing the impact of your high performers, you ensure that their promotion actually accelerates your strategy rather than creating new friction.
FAQ: Navigating Leadership Selection
Q: If my top performer isn’t ready for management, how do I reward them?
A: Don't use promotion as the only reward for excellence. Create "Technical Lead" or "Subject Matter Expert" roles that offer increased pay and status without the burden of people management. Promoting a high performer into a role they aren't suited for is a "lose-lose" for everyone.
Q: Can a high performer with an "inward mindset" be coached into leadership?
A: Absolutely. Mindset isn't fixed. Often, high performers are inward because that’s what the organization's systems have rewarded. By shifting their accountability to include their impact on others, you can help them develop the outward mindset necessary for leadership.
Q: How do I stop my current managers from protecting their silos?
A: This starts with the metrics. If you only reward managers for their own department’s output, you are incentivizing an inward mindset. Start asking your managers: "How are you helping the other departments you interact with achieve their goals?"
