Think about the last time someone in your organization was promoted into a leadership position.
Why were they chosen?
Maybe they consistently exceeded expectations. Maybe they had years of experience, knew the business inside and out, or were the person everyone depended on when something needed to get done.
All good reasons to recognize someone’s contributions.
But are they enough to make that person a good leader?
Not necessarily.
Doing the Work and Leading People Are Two Different Things
I’ve seen how easy it is to assume that someone who excels in their role will naturally know how to lead others.
But being responsible for your own performance is very different from being responsible for a team.
Suddenly, you’re not just making decisions about your own work. You’re helping other people make decisions. You’re dealing with different personalities, expectations, and communication styles.
You’re having conversations you may never have had before.
And you’re learning that what motivates one employee might not work for another.
Those aren’t skills that automatically come with a promotion.
The Part Organizations Often Overlook
We spend a lot of time identifying people with leadership potential.
But what happens after we identify them?
Too often, the answer is that we give them a new title, more responsibility, and expect them to figure things out.
And this isn’t just something we’re assuming.
According to research released by the American Management Association in July 2026, 51% of respondents who had entered people management said they did so without formal leadership training.
Think about that.
We’re putting people in charge of teams, asking them to manage different personalities, handle difficult conversations, and make decisions that affect other people’s careers, without always giving them the preparation they need.
Then we’re surprised when they struggle.
Some find their way. Others struggle, not because they lack ability or ambition, but because nobody has helped them make the transition.
And when a leader struggles, it rarely affects only that person.
It affects communication, trust, morale, and ultimately how the entire team performs.
Leadership Development Shouldn’t Start After There’s a Problem
One of the things I believe organizations need to rethink is when leadership development actually begins.
Why wait until someone is promoted to start preparing them?
Employees who show potential can begin developing communication skills, learning how to handle difficult conversations, and understanding what it means to be accountable for other people.
And those already in leadership positions need opportunities to keep growing, too.
Because leadership isn’t something you learn once and then have figured out for the rest of your career.
People change. Teams change. Expectations change.
Good leaders have to keep learning.
And investing in leadership development can make a measurable difference.
According to Gallup’s 2025 State of the Global Workplace report, teams whose managers completed a management development program experienced up to 18% higher engagement than their peers.
That’s an important reminder that developing stronger leaders isn’t just about helping the person who received the promotion.
It’s about giving their entire team a better opportunity to succeed.
A Question Worth Asking
If your organization is promoting talented employees into leadership positions, what are you doing to prepare them for the responsibilities that come with those positions?
Recognizing potential is important.
But developing that potential is where organizations can make a real difference.
And the time to start isn’t after someone is struggling. It’s before they ever step into that leadership role.
About Sandy Adams
Sandy Adams is a leadership consultant, keynote speaker, and workshop facilitator who helps organizations develop stronger leaders, improve communication, and build better teams.
Explore Sandy’s leadership speaking and workshop programs.
