It happens all the time.
You promote a strong performer:
It feels like the right decision.
And then something changes.
After the promotion:
In some cases, the person seems hesitant.
In others, they stay too close to the work – and not close enough to leading people.
Most leaders assume:
“They just need more time.”
“They need training.”
“They’ll grow into it.”
Sometimes that’s true.
But often, it misses the real issue.
The role changed.
But the expectations didn’t.
As an individual contributor, success meant:
As a leader, success requires:
That’s not a step up.
It’s a different role.
Most organizations don’t clearly define that difference.
So when someone is promoted:
And the person is left trying to figure it out in real time.
High performers often struggle because they default to what made them successful:
Not because they lack capability.
Because the role requires something different – and no one clearly defined it.
This isn’t a promotion problem.
It’s a definition problem.
Without clear expectations for how the role operates:
Across the organization.
Before promoting someone, ask:
When that’s clear:
Because expectations aren’t assumed.
They’re defined.
In Part 4:
Why job descriptions don’t reflect how roles actually operate – and how that creates misalignment from the start.
📅 [Schedule a Talent Alignment Session]
Let’s determine whether your leadership roles are clearly defined – or leaving success to interpretation.