When somebody is promoted, the merits of this decision are typically results based and presented as a reward for superior performance. In other words their future responsibility is predicated on past successes. This sounds logical but in reality it very often creates a major disconnect that can leave organizations reeling and, inevitably, regretting their decision.
The best way to illustrate this is the classic example of what happens to successful, high achieving salespeople. Though they may operate as part of a team they very often are individually driven and rewarded. And this inner drive leads to exceptional successes and high levels of remuneration. Then we encounter the sometimes fatal assumption; let’s makes this successful salesperson a manager and they will create clones of themselves and exponential success will be achieved. Read more