When Loyalty Leads to Lousy Leadership: Why Time Served Doesn’t Always Make a Good Manager
Carrie Alderson
LinkedIn Top Voice ?? | On 2 Distinct Missions | Connecting Business Leaders to Talent that Share their Values & Vision | Helping Parents and Teens/Tweens Find Balance in a Digital World | Unapologetically Aquarian??
Let’s paint a familiar picture. You’ve got that one team member who’s been with the company forever—let’s call him Bob, after my dear Uncle!
Bob’s loyal, reliable, and knows every quirk of the office coffee machine. One day, Bob gets promoted to manager because, well, he’s Bob! But here’s the twist: despite Bob’s dedication, he’s just not cut out for leadership. And suddenly, morale sinks, productivity dips, and people are wondering, “What just happened?”
The truth is, promoting someone simply because they’ve “put in the time” can backfire.
In fact, 82% of the time, companies pick the wrong person for management roles, according to Gallup. Read more about that here Why Good Managers are Rare
It’s a decision that’s often driven by good intentions but with not-so-great outcomes.
Let's dive into why this happens and how companies can avoid the tenure trap.
The Loyalty Trap: Can be Dangerous Shortcut
Promoting based on tenure might seem like a quick win for morale, but it can quickly lead to challenges. Imagine promoting the guy who’s been on the same project for years without any real assessment of his leadership potential. Suddenly, he’s not just handling tasks—he’s leading people. And people are complicated!
As Simon Sinek aptly puts it,
Being great at your job doesn’t automatically mean you’ll be great at leading others.
Why Time Served Doesn't Equal Leadership
Being in the trenches for years might make you an expert in your field, but it doesn't necessarily teach you how to manage a team, handle conflicts, or make tough decisions.
Yet, companies often make the mistake of thinking that longevity somehow equals leadership skills.
Take Mary (no relation this time), who’s been in her role for over a decade. She’s incredibly knowledgeable but struggles with giving feedback. Despite her expertise, Mary freezes when faced with difficult conversations. According to the Harvard Business Review, 60% of new managers fail within their first 24 months, largely due to inadequate preparation for these kinds of challenges. This isn’t Mary’s fault; she was just never set up to succeed as a leader.
The Bias Blind Spot: Why Familiarity Isn’t Always a Good Thing
Here’s where things get a little murky. When someone’s been around for a while, they’re familiar and trustworthy—a safe bet, right? But familiarity can lead to confirmation bias. When you know someone well, you may overlook their shortcomings or overestimate their strengths.
As organisational psychologist Adam Grant explains, “We often fail to see our biases because they reinforce what we already believe to be true.” In other words, companies may unconsciously push for promotions that feel comfortable rather than those that are truly beneficial.
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Signs of a Great Manager
(Hint: It’s Not Always the Longest-Serving Employee)
So, what should companies look for when promoting someone to a managerial role?
Great managers often have a blend of skills that go beyond just experience:
How to Break Free from the Tenure Trap
Instead of going with your gut (or just defaulting to Bob), consider a more data-driven approach. Implement 360-degree reviews, skills assessments, and simulations to see if a candidate has the chops for management. This isn’t just a “nice-to-have”—it’s essential if you want to find someone who’s going to lead effectively.
One company I worked with made this mistake with a promising young professional, Sam, who had been in the company for years but had a reputation for being conflict-averse. The team knew he wasn’t management material, but he was given the role anyway. Within months, team dynamics had deteriorated.
Why?
Sam hadn’t been evaluated on his leadership skills—just his years on the job. After a few months and some serious coaching, he returned to his previous role, where he excelled.
Building the Pipeline for Real Leaders
If you’re looking to future-proof your organisation, you need to start cultivating leadership skills early. Offer opportunities for employees to take on stretch projects, engage in cross-functional roles, or shadow existing leaders. Training shouldn’t just be for those already in management; it should be for anyone who shows potential.
As Warren Bennis once said, “The manager asks how and when; the leader asks what and why.” By building a pipeline of leaders who can think big, adapt, and inspire, companies can avoid the tenure trap altogether.
Final Thoughts: Putting the Right People in the Right Roles
Promoting based on tenure alone is like putting a square peg in a round hole—it doesn’t quite fit, and it’s uncomfortable for everyone involved.
By focusing on a blend of hard and soft skills, a company can ensure they’re placing the right people in management positions, rather than just those who’ve been around the longest.
So next time you’re considering a promotion, don’t just ask, “Who’s been here the longest?” Instead, ask, “Who has the potential to lead?”
Because in the end, effective leadership is about more than just time served—it’s about talent, vision, and the ability to inspire.
Director, Clinical Science, BeiGene | Oncology Clinical Development Expert | Save the Children Supporter | Advocating for Cancer Treatment Accessibility
3 周Absolutely, Carrie. We should definitely recognise and reward long tenures, but we shouldn't do this by promoting people who lack the right skills to succeed as a leader.
Director of Risk
1 个月Totally agree Carrie. I really believe (in my experience) there is a dearth of quality leadership as many are choosing to be SME’s which are skills being taught. Management skills less so. What’s an owner to do if they are from that school of thought? Is it natural to promote Bob as Bob won’t let them down? Plus loyalty is a real value for an owner/senior leader. I have always looked for leadership qualities above SME expertise and have often surprised those around me with my leadership choices. Character for me is key. Leadership isn’t often a tangible goal/ aspiration I see now. Those I see with leadership characteristics often choose to be an SME first. I get it, future proofing, BUT a quality leader would encourage both becoming an SME and a leader. And here closes the loop of a dearth of quality leadership This for me is a shame and a cycle i see so often.
Contemplating what is next and enjoying life
1 个月Are Leadership and Management the same thing?