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Piotr

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A Top Specialist. The Perfect Manager? Or… the Beginning of Trouble?

You have someone on your team who consistently delivers outstanding results, knows the company inside out, earns respect, and willingly shares their knowledge. Naturally, the question arises – isn’t it time to promote them to a managerial role? After all, they know the people, the processes, and the clients. So they should do just fine, right?

Or maybe you are in that situation. You've spent years mastering your field, you know the industry inside out, you’ve achieved great results – and now you've been offered a promotion. It’s recognition for your hard work, but also a major shift. Moving from expert to leader comes with an entirely new set of challenges. It could be a great opportunity for growth – but it’s also a risk. If the move goes wrong, it might not only hold back your career, but even overshadow your track record of success.

In many organizations, promoting top performers seems like the obvious next step. The assumption is: if someone is a great specialist, they’ll also make a great manager. But is that really the case? The qualities that make someone excel as an expert don't necessarily translate into effective leadership. A promotion can be a chance – but it can also be a trap, leading to frustration for both the new manager and their team.

So if you're wondering whether to take that step – for yourself or someone on your team – it’s worth knowing both the upsides and the pitfalls. Why do companies promote specialists so often? What makes this transition so difficult? And how can you make sure it actually works? That’s what this article is all about.

Why Do Companies Promote Experts to Managers?

Overheard conversation between a Sales Director and the Head of HR at a trading company:

Head of HR: “I heard Piotr is leaving, so we’ll soon have a vacancy for Head of Sales. Have you thought about who could replace him?”

Sales Director: “Yes, I was thinking about Marek. He’s been with us the longest, delivers great results, knows all the clients and products. He already supports younger colleagues – seems like a natural choice.”

HR: “I thought of him too. This might be the right moment to give him more responsibility. And if we don’t promote him now, we might lose him to the competition.”

Sales Manager: “Yeah, I heard other companies are already reaching out to him. No point waiting – let’s do it. You can start the paperwork, I’ll talk to him.”

Conversations like this are not uncommon – in many companies, promotion decisions happen in a very similar way. From the organization’s point of view, promoting a high-performing specialist seems like the logical next step: it ensures continuity, rewards commitment, and motivates others. In this case, we’re talking about a salesperson who is trusted, successful, knows the clients and the products, and is eager to share their knowledge. All signs point to them becoming a great manager.

But… are we sure? A promotion to a managerial role is not just a form of recognition – it’s an entirely new job, requiring a different mindset and a different set of skills. That’s why, before taking this step, companies should ask the most important question: does the expert actually want to become a manager? Just because someone is a trusted advisor doesn’t necessarily mean they want to take on responsibility for a team, their motivation, and performance. Do they feel ready for this role? Do they have the right leadership skills? Has the company offered them the necessary training and support to make this transition successfully?

Promoting a specialist to a management position is often far more complex than it seems. Intuition or the belief that a great expert will make a great leader isn’t always enough. Just because someone excels in an individual contributor role doesn’t mean they’ll thrive as a team leader. Great personal results don’t automatically translate into the ability to manage relationships, resolve conflicts, or build team engagement. Those are entirely different skills – and developing them requires intentional preparation and support.

And yet, many companies continue to promote specialists into management roles. Why? There are a few common reasons behind this trend:

🔹 Authority within the team

Specialists often hold technical or subject-matter authority, and organizations assume this will translate into effective leadership. If others admire their skills, they’re expected to follow them as leaders. But authority based on knowledge doesn’t always mean someone can motivate, inspire, or lead a team.

🔹 Lack of alternative career paths

In many organizations, becoming a manager is the only way to grow. If a company wants to retain and reward a high-performing specialist, the only option may be promotion. Without expert career tracks, people take on roles they’re neither prepared for nor interested in.

🔹 Fear of losing key talent

When there’s no clear development plan for top specialists, companies sometimes try to “buy loyalty” with a promotion. It’s a preventive move: “If we don’t promote them, they’ll leave.” But if the promotion doesn’t match the person’s skills or aspirations, the effect can backfire – the new manager may feel frustrated and unintentionally disrupt the team.

🔹 Assumption they’ll 'learn on the job'

Some companies believe that success in one role guarantees success in another – with a little time and practice. The problem is, managing people is not a skill you pick up by accident. Without proper preparation, new managers end up learning through trial and error – often at the team’s and company’s expense.

Why Top Specialists Often Struggle as Managers

Given the reasons behind promoting specialists into managerial roles, it’s hard not to wonder whether these experts are truly equipped to succeed in such a transition. While their technical expertise is rarely in question, managing people brings a whole new set of challenges that can be difficult to overcome. There are several common reasons why specialists often fail when stepping into management positions. Here are the most significant ones:

🔹 Lack of Leadership Skills

Managers need to think broadly, have vision, and the ability to motivate others. They must build strong teams, inspire action, and support the development of team members – which requires a wide-angle perspective and an understanding of different roles within the group. Specialists, focused on the details of their own tasks, often haven’t had the opportunity to develop the soft skills that are critical in leadership: empathy, delegation, or the ability to inspire. These are essential in a manager’s role but require experience that many specialists simply haven’t had.

🔹 Micromanagement Tendencies

Experts usually hold themselves to very high standards and expect the same from others. This often leads to excessive control and a need to oversee every detail, which quickly turns into micromanagement. They may struggle to delegate and trust their team, believing that unless they do something themselves, it won’t be done “the right way.” This mindset causes frustration, reduces team efficiency, and often leads to burnout – for both the manager and their team.

🔹 Introverted Nature

Many specialists prefer working independently, focusing on developing their skills and solving problems within their niche. They often create their own "micro-worlds" where they feel in control. Transitioning to a manager role, which requires frequent interaction, meetings, and relationship-building, can be draining for introverts. It’s a challenge that requires not only readiness for more communication, but also the ability to manage team dynamics.

🔹 Lack of Communication Skills

Managers do more than assign tasks – they listen actively, resolve conflicts, and build trust-based relationships. An expert focused primarily on delivering results is now expected to facilitate conversations, give constructive feedback, and address team tensions. This calls for strong communication skills, which may not be a specialist’s strength – especially if they’ve worked alone or in a narrow technical domain for years.

🔹 Reluctance to Make Tough Decisions

Managers must often make difficult decisions that affect both the business and people involved. This can include letting someone go, addressing internal conflicts, or holding others accountable. Specialists with no prior exposure to these kinds of responsibilities may feel uncomfortable in these situations. When faced with confrontation or unexpected change, they may hesitate or avoid making decisions – weakening their leadership presence.

So What Happens When a Specialist Says "Yes" to the Promotion?

Does this mean a specialist can never become a good manager? Or that a promotion is doomed to fail? Of course not. The reality is more nuanced – it depends on the person’s character, mindset, and willingness to grow. Being a great expert doesn’t guarantee managerial success, but it also doesn’t rule it out. Success depends on natural potential, interpersonal skills, and readiness to learn a completely new role.

One of the most important factors is the mindset of the person being promoted. If they see the transition as a real opportunity and are motivated to take on the challenge, they’re much more likely to succeed. When someone embraces the shift and feels proud of the promotion, they’re more willing to invest in developing their leadership skills – which ultimately benefits the whole team.

If the promotion decision has already been made, it’s essential for the company to support the specialist through the transition. The preparation should start early – not at the last minute. The earlier the development process begins, the more confident and capable the new manager will feel when challenges arise. Rather than waiting for issues to show up, it’s better to invest in training and support from the moment the decision is made.

Practical Steps That Boost the Chances of Success:

🔸 A conscious decision – not just a “natural next step”Before the promotion happens, there should be a clear, honest conversation about what the new role involves. The candidate should understand what will change, what challenges to expect, and which skills will be key to success. Creating an open, supportive space for that conversation can help the future manager feel more confident – or even rethink the move, if needed.

🔸 A transition period with a trial leadership roleBefore officially taking over as a manager, it helps to give the person a chance to lead in smaller ways – like managing a project, mentoring junior colleagues, or coordinating a team task. This gives them early leadership experience and insight into how their actions affect others. A gradual introduction helps reduce stress and builds confidence.

🔸 Training in core leadership skillsNew managers should go through a program that equips them with essential skills like delegation, communication, motivation, conflict resolution, and team engagement. Even if they’re experts in their field, these new tools are critical for success in a leadership position.

🔸 Support from a mentorNew managers benefit greatly from access to a mentor – someone with experience who can offer guidance, share practical insights, and help navigate common pitfalls. A mentor provides a sounding board, boosts confidence, and supports growth in ways that formal training often can’t.

🔸 Feedback from team and superiorsRegular, constructive feedback helps the new leader adjust and grow. It should be based on real observations and specific examples. This not only supports development but also encourages a culture of openness – and helps the new manager feel supported rather than judged.

Not Every Specialist Will Be a Good Leader – But Every Manager Needs to Be Ready for It

Promoting a specialist to a managerial role should be a conscious decision – not just the next step in a career path or a response to an organizational need. Just because someone is successful as an expert doesn’t mean they’ll automatically succeed as a leader. Being a manager requires a completely different skill set – leading people, building engagement, making tough calls, and helping a team grow.

Being a manager is a profession in its own right. It demands preparation and a deliberate shift into a new role. It’s not just the next level in a specialist’s career – it’s a different area of responsibility and capability. I explore this further in my article “Manager: A Profession, Not a Title” – worth reading if you're interested in developing leadership skills.

For a specialist considering a promotion, the key is to reflect honestly: do I truly want to take on a leadership role, and am I ready to develop the skills it requires? If the answer is yes, the next step should be intentional preparation.

For managers looking to promote an expert, it’s essential to ask: Does this person actually want the role? Do they have the potential to lead a team? Will the organization support their development and help build their leadership capabilities? Leaders aren’t born – they’re built through preparation, support, and experience.

Only a well-considered promotion and a thoughtful approach to leadership development can prevent a situation where a great specialist becomes an ineffective manager – and the organization ends up losing both a valuable expert and a motivated team.