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Great Doers Don’t Necessarily Make Great Leaders

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Great Doers Don’t Necessarily Make Great LeadersMany organizations and individuals get into trouble attempting Stage 2 Leadership when the time isn’t right. The problems arise because, more often than not, organizations promote the most technically proficient doers into supervisory, team leader, or management roles. However, a great Stage 1 Leader doesn't necessarily make a great Stage 2 Leader.

The skills needed to be an effective supervisor, team leader, or manager are vastly different than those needed to be a proficient doer. Doers are the front-line, hands-on, do-the-work people. They’re usually responsible for their individual output and for their specific, defined responsibilities. Effective doers utilize systems and processes to help them do their jobs, but they still do the work themselves. Supervisors and managers, on the other hand, use the systems and processes to leverage and coordinate the work of many doers and thereby enhance the individual team member and unified team efforts. Supervisors and managers also are responsible for ensuring the work of the various doers is getting done on time, within budget, and in accordance with quality and customer specifications. Managers drive productivity and efficiency. Managers are responsible for ensuring the organization’s resources (i.e., people, materials, facilities, money, etc.) are being utilized most effectively, here and now, to meet the organization’s near-term goals and objectives.

Promote with Purpose

Even though great doers often lack the interpersonal, communication, multi-tasking, and organization skills needed by effective supervisors and managers, upper management continues to promote the most technically competent doers because they’re the best! Right? As Marcus Buckingham and Curt Coffman state sarcastically in First, Break All The Rules, "We still think that the most creative way to reward excellence in a role is to promote the person out of it."

If we want great people in management, does it make sense to promote the best doer? Not necessarily.

 

Something Needs to Change Around Here, 2nd EdIf you'd like to learn more about this grab my book:
Something Needs to Change Around Here:
The Five Stages to Leveraging Your Leadership

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Copyright MMXIV - Liz Weber, CMC, CSP - Weber Business Services, LLC – www.WBSLLC.com +1.717.597.8890

Liz and her team work with leaders to create focused plans for their organizations' future. Then they work with the leaders to ensure their plans are implemented effectively.

 

Liz Weber CMCLiz Weber, CMC CSP

Liz Weber coaches, consults, and trains leadership teams. She specializes in strategic and succession planning, and leadership development.

Liz is one of fewer than 100 people in the U.S. to hold both the Certified Management Consultant (CMC) and Certified Speaking Professional (CSP) designations.

Contact Liz’s office at +1.717.597.8890 for more info on how Liz can help you, or click here to have Liz’s office contact you.


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Posted by Liz Weber CMC on September 16, 2014 in Leadership Development and tagged , ,