Over the years, I have worked with many groups during the course of an employee survey project. All too often the supervisor of the group was struggling. They knew that they were not properly equipped for their job but didn’t know what to do. For these supervisors, the survey provided them with some guidance. Unfortunately, it usually did not solve the root cause of the problem. A “bigger picture” solution was needed.

Promoting from within the organization is a very good thing. It can help build employee engagement by demonstrating that the organization cares and provides an opportunity for advancement. But many organizations do it wrong.

When promoting from within, most organizations base their decision on technical skills. That is, they take the best qualified person – in terms of their current job – in the work group and make them the boss. What’s wrong with that? Well, the most technically qualified person may not be the best person to be a supervisor. They may have little or no interpersonal or leadership skills. The organization is setting them up to fail and may not even know it.

Well, they can be trained right? Yes, but many organizations never even think to do that. The more technical the position the more likely they are to do this. They just blindly assume that the technical skills will somehow magically translate to people skills.

So, what should organizations do?
1. Change their mindset. Understand the difference between technical skills and people skills.
2. Change their assessment. When conducting performance appraisals, assess both sets of skills for everyone, not just supervisors. People who show good interpersonal skills as a team member may be better candidates for promotion than their colleagues. Make sure that everyone in the group understands that people skills are important and that they are an integral part of their evaluation.
3. When a position opens, choose the person who will make the best supervisor. Hopefully, this will come from the group.
4. Give the new supervisor leadership training and management training. Ensure that they have the time and the expectation to be a good boss. Their new role is different.

By the way, this applies to management and executive positions as well.