All managers got promoted at some stage in their careers. Why?
Because somebody saw they had innate leadership qualities? Probably not. They got promoted because they were top performers in a specific area. Joe the Sales Manager was a top seller, Megan the IT manager was a great programmer. Paul the managing editor proved his talent as a writer.
People get promoted because they have discovered, and developed, a “Confidence Base” in a specific area. Companies are eager to place bets on such people. They figure: “Because you’re so good at what you do, we believe you can build leadership skills on that base, and learn to get the same results through other people.”
Which is why one of the most important things leaders can do for employees is help them find their “Confidence Base.” Sounds simple, but it’s not. The young people who join your company — and even some who’ve been around a while — often don’t have a clue what they’re good at and what they aren’t. They need help, direction and leadership.
The payoff is huge. When your employees are doing the “right” job — that is, the one best aligned with their innate skills — they build confidence and are far more productive. They’re also happier and more likely to stick around.
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