In working with my client base, it’s always so fascinating to learn how each person landed in their managerial role. Some found themselves in management as a byproduct of working their way up the ladder (common). Others knew they wanted to manage people and were keen to become a people manager. Still, there are others who find themselves in management and find the daily push/pull of being both a producer of work and managing a team challenging. If we know anything about people we know this summary resonates: everyone is a little bit different.

But what’s so telling to me is when an, now-manager, shares his or her success as an individual contributor. Leaders of organizations assume that high performers should be capable of teaching their new team members how to be just like them. But what leaders fail at, at times, is assessing the personality profile of these individuals. Do they have the empathy it takes to be a people manager? Do they know how to listen? Do they have the patience to teach someone something when there’s a learning curve?

Often high performers are just that: high performers. They are exceptional at their trade but have a hard time transitioning those skills to management. They’re promoted regardless and this is when rubber hits the road. Senior leadership will be served well if they not only provide education to new managers, but will also benefit from learning individual career aspirations. Perhaps an individual contributor should remain just that. Organizations that can create different pathways for upward mobility which do not all revolve around managerial requirements are poised to increase engagement and retention.

Idea in brief: If you are considering a promotion for a stellar individual contributor, learn what they ultimately want to do at the organization. If they never managed before, but have interest in building a cohesive team, be sure you are providing them with the education to succeed.