We’ve all been there. You have an employee who crushes it. They hit every deadline, exceed every quota, and have the technical skills of a wizard. They are your undeniable "star player."
So, naturally, when a team lead position opens up, you hand it to them. It feels like the logical next step—a reward for their hard work.
Six months later? It’s a disaster.
The team is disengaged. Morale is tanking. Your star player—now a flailing manager—is either micromanaging everyone into the ground or doing all the work themselves because "it's just faster if I do it."
You’re left wondering: How did someone so competent become such a liability?
Here’s the deal. You didn’t hire the wrong person. You evaluated them using the wrong lens. You measured their ability to produce results individually, but management requires the ability to produce results collectively.
Those are two entirely different skill sets—and, more importantly, two entirely different mindsets.
The villain here isn't a lack of training or "soft skills." It’s the Inward Mindset.
Many individual high performers succeed by focusing intensely on their tasks, their goals, and their reputation. They view others through a transactional lens:
When they’re solo, this self-focus can sometimes look like drive. But when you put them in charge of people? That same mindset becomes toxic. They see their direct reports as vehicles to hit their new numbers. They see struggling employees as obstacles to their success.
They might have high capability (skills), but they have low impact (helpfulness).
If you’re running an organization with layers of management and cross-functional dependencies, you cannot afford leaders who treat people like objects. You need leaders who can see the humanity of their team and enable their success.
In most organizations, promotion criteria are heavily weighted toward capability—skills, knowledge, and aptitude.
"Can they do the job?"
But leadership isn't about doing the job. It's about helping others do theirs. This requires measuring impact—the effect a person has on the success of others.
Promoting a "high capability/low impact" employee sends a dangerous signal to your organization: We care more about your personal stats than the team's success.
At Arbinger, we use a tool called the 3A+ Development Framework to get a true read on performance.
Before you sign off on that next promotion, start by evaluating your candidate against these three dimensions:
1. Capability (3-2-1) Does this person have the skills and aptitude for the new role?
2. Impact (A-B-C) This is the game-changer. How does this person affect the ability of others to do their work?
3. Effort (+/-) Do they apply themselves fully?
The Golden Rule of Promotion. Many "star performers" are actually 3C+ employees: Highly capable (3) and hard-working (+), but with a negative impact on others (C).
Do not promote a 3C. If you do, you are scaling dysfunction. You are putting someone in power who excels at the expense of others.
Instead, look for the 2A+. They might need some technical training (2), but their impact on the team is positive (A), and their effort is high (+). Skills can be taught. An outward mindset—the desire to help others succeed—is the foundation of leadership.
When you start promoting based on Impact as much as Capability, the dynamic shifts.
Stop guessing. Look at the Impact score. That’s where your future leaders are hiding. Don’t limit the 3A+ to just promotions; implement it with your team to have monthly, meaningful conversations.
Q: What if my high performer is the only one with the technical skills to lead the team?
A: This is a common trap. Promoting a "3C" (high skill, negative impact) usually costs more in turnover and morale than you gain in technical expertise. It is often better to leave the seat open or hire externally than to promote a leader who will dismantle the team's culture. Alternatively, create a track that rewards technical mastery without people management responsibilities.
Q: Can a "3C" employee change their impact score?
A: Absolutely. Most "C" impact comes from an Inward Mindset, which is learned, not innate. With the right coaching and tools, high performers can shift their mindset, realize their negative impact, and become "A" players. But you must address the mindset before the promotion, not after.
Q: How do I measure "Impact" objectively?
A: It’s less subjective than you think. Ask the people they work with. Ask their peers: "Does working with this person make your job easier or harder?" "Do they share information or hoard it?" Impact is visible in the results of the people around the employee.