While talking to another Leaderologist today we both commented on the times we’ve seen people get promoted from “specialist, front-line worker, technician etc.,” to supervisor without even providing any supervisory or leadership training.  During my forty years in public service I’ve seen time after time, people get promoted because they, “are the best at what they do.”  So, because they are the best at what they do, they must be good at supervising the other people who “do what they do,” not necessarily.  Promoting someone who is technically proficient at a job to a supervisor or managerial position is a widespread practice, but it is not always the best way to go. While technical expertise is undoubtedly valuable for supervision, evaluation of work product, and understanding the needs of the position, it does not automatically translate into effective supervisor/managerial skills.  Simply put, if someone is a great “widget maker” doesn’t mean they will be a great “supervising widget maker” because the skill set is completely different.

Although this happens frequently in government and industry, promoting someone to a supervisory/managerial role without providing them with adequate supervisory/manager training can lead to a range of problems and challenges within an organization. Some of the potential issues that may arise include inability to lead, communication issues, engagement issues, favoritism and bias, legal and compliance issues.  Let’s take a look at some of these issues and how to avoid them.

The first and most principal issue is ineffective leadership. Without proper training, the new supervisor/manager may lack the skills and knowledge needed to effectively lead and manage a team. This can result in poor decision-making, low employee morale, and decreased productivity.  Effective supervisors and managers need strong leadership and people skills, such as communication, conflict resolution, understanding of motivation, team building and development. Prior technical proficiency does not guarantee competence in these areas.  

Supervision and management involves a different skill set than technical work. Supervisors and managers must excel in areas like decision-making, problem-solving, strategic thinking, and project management, these are the “technically proficient” skills of a supervisor and manager, which may be very different than those needed for the frontline or specialist position. Some issues and problems that can be easily remedied by providing training ahead of promotions include the following:

• Communication Problems: Supervisors and managers need persuasive communication skills to convey expectations, provide feedback, and resolve conflicts. A lack of training in this area can lead to misunderstandings, miscommunication, and a breakdown in team dynamics.
• Time Management/Adaptability: Supervisors and managers often have to balance multiple responsibilities, including overseeing teams, setting priorities, and handling administrative tasks. Technical experts only may struggle with time management and delegation. Technical roles may focus on specific tasks or projects, while supervisory and managerial roles require adaptability to handle a variety of challenges and responsibilities that may be occurring simultaneously and require prioritization.
• Employee Disengagement: When supervisors and managers are untrained or unprepared, they may struggle to engage and motivate their team members. This can lead to decreased job satisfaction, higher turnover rates, and a decrease in overall team performance.  Employee Development is a major factor in employee motivation, satisfaction, and performance. Supervisors and Managers play a crucial role in employee development and career progression.  Without any additional training technical experts may not have experience or skills in mentoring, coaching, performance counseling and evaluations.
• Conflict Resolution Issues: Supervisors often need to mediate conflicts among team members. Without proper training, they may mishandle disputes, exacerbate tensions, or fail to address issues effectively. Evaluating in advance how the promotion might affect team dynamics is critical to some of the conflict resolution practices. Sometimes, team members may not accept a former colleague as their manager, which can lead to friction.
• Legal and Compliance Risks: Supervisors play a crucial role in ensuring that workplace policies and procedures are followed. Inadequate training can lead to compliance violations, which may result in legal and regulatory problems for the organization.
• Favoritism and Bias: Untrained supervisors and managers may unintentionally show favoritism or bias in their decision-making, which can lead to resentment among team members and damage morale.  Promoting someone from a technical role to a supervisor or managerial role within the same team can create conflicts of interest, as they may need to make decisions that affect their former peers.
• Stress and Burnout: Supervisory and managerial roles can be challenging, and without training, new supervisors may struggle with goal alignment, resource management or managing their workload, leading to stress and burnout. Supervisors and managers need to align their team's efforts with the organization's goals and objectives. Without training, they may struggle to set clear goals and monitor progress effectively leading to added stress. Effective supervisors and managers need to allocate resources, including time, personnel, and budget, efficiently. Without training, they may mismanage these resources, leading to inefficiencies and increased costs.
• Retention and Cultural Issues:  Poorly trained supervisors can contribute to a negative organizational culture characterized by mistrust, low morale, and a lack of teamwork. Thus, high-quality employees may become frustrated and leave the organization if they are not properly supervised. This can result in talent loss and increased recruitment and training costs.  Developing a comprehensive succession plan that identifies individuals with both technical expertise and leadership potential will allow organizations to groom future supervisors and managers from within the organization.    It's beneficial to offer a path for career growth that includes both technical and managerial tracks. This enables employees to advance in their careers based on their strengths and interests. It also ensures that those promoted to supervisory and managerial positions are equipped with the necessary skills and competencies to excel in their new roles.

Putting it All Together

To avoid these problems, it is essential for organizations to invest in supervisory/managerial training and development programs that provide new supervisors with the necessary skills, knowledge, and tools to excel in their roles. Preferably, this training is completed before people are chosen for the positions.  If that can’t happen, then as soon as possible after they are selected.  This training should cover topics such as leadership, communication, conflict resolution, performance management, and legal compliance to ensure that supervisors can effectively lead their teams and contribute to the organization's success.  Ultimately, the decision to promote someone who is technically proficient to a managerial role should be made based on a careful assessment of their supervisory or managerial potential, skills, and readiness, rather than assuming that technical expertise alone makes them the best fit for the position.

About the Author: Dr. Chris Fuzie is the owner of CMF Leadership Consulting and is currently the Business/HR Manager for a District Attorney’s office in California. Chris is a Leaderologist II and Vice President of the National Leaderology Association (NLA) who holds a Doctor of Education (Ed. D), M.A. and B.A. in Organizational Leadership, and has graduate certificates in Human Resources and Criminal Justice Education. Chris is a developer, trainer, consultant for leadership of public, private, profit, and non-profit organizations since 2010. Chris is a graduate of the FBI National Academy and a former National Instructor for the International Association of Chiefs of Police and California P.O.S.T. Courses. Chris is the author of "Because Why... Understanding Behavior in Exigencies." and of "S.C.O.R.E. Performance Counseling: Save the Relationship, Change the Behavior." Chris is honorably retired from the Modesto Police Department after 28 years of public service leading such teams as the Homicide Team, the Hostage Negotiations Team, the Street-Level Drug Team and the School Police Officer Team.