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Transitioning an employee into a leadership role can strengthen an organization by promoting internal talent, preserving institutional knowledge, and improving employee morale. 

However, the transition also presents several challenges says Julie Dupont, Principal Strategist and Owner of Cambridge-based Reimagine Leadership, that employers must carefully consider ensuring both the employee’s success and the team’s stability.

“The biggest challenge usually is that skill set and mindset change,” she says, adding that an employee may have performed well at their job, but things change when they become a leader. “A lot of people often struggle with that.”

Leadership requires skills such as decision-making, conflict resolution, delegation, strategic thinking, and emotional intelligence. An employee who was previously focused on completing individual tasks must now guide, motivate, and support others. Employers should recognize that strong performance in a non-leadership role does not automatically translate into effective leadership abilities.

“It’s really about being serious about who you are selecting because if you’re going to be a high performing organization, everyone, including your leaders, need to be high performing,” says Julie, noting there are questions employers should consider when selecting potential leaders. “Do they have positive influence? Are people willing to follow them? Are people willing to work with them? Do people enjoy collaborating with them?”

Leaders may feel overwhelmed

Training and development should also be critical concerns since many organizations promote employees without offering sufficient leadership training.

Without proper preparation, Julie says new leaders may feel overwhelmed, uncertain, or unsupported and stresses the need for employers to invest in leadership development programs, mentoring, and coaching to help employees build confidence and competence in their new role. Ongoing support during this transition period can also reduce stress and improve long-term success.

“Employers should start giving them opportunities for growth so that when they get into the role, it’s not like drinking from a firehose and they are being given a head start on some of the leadership skills they will need,” she says. “Teach them emotional intelligence, teach them communication through different styles and performance management and coaching conversations; all the things they didn’t have to do before because their previous work did not require it.”

Having these managerial skills is imperative, since in their new role dealing with former peers and colleagues can create yet another challenge. When an employee is promoted within the same team, co-workers may struggle to adjust to the new reporting structure. The newly promoted leader may also find it difficult to balance authority with existing friendships which can create tension, resentment, or perceptions of favouritism. 

“If that employee is going into the position with the mindset, ‘Now that I’m the boss, I can tell people what to do’, that’s not leadership,” says Julie. “That is pushing position power and it doesn’t work.”

To offset any misunderstandings or complications, employers should be prepared to provide guidance on professional boundaries and communication to help both the new leader and the team adapt to the change.

Feedback is imperative

“Clarity is key. As an employer, you want to reduce some of the ambiguity by being clear around your expectations,” says Julie. “What are the skills and the knowledge? What are they expected to accomplish and how?”

She says providing frequent feedback is also imperative to assist the employee adjust to their new leadership role.

“It’s great to tell them stuff but if you are not actually watching and seeing how they are doing, and not providing praise and course correction, you’re basically letting them flounder,” says Julie, adding providing mentorship builds important trust. “It’s about having their back when they make mistakes because they will. How they handle those mistakes as a leader is going to determine what relationship not only will they have with you, but how they will see the organization.”

Confidence and self-doubt often affect newly promoted leaders, and some may experience “imposter syndrome,” where they question their abilities or fear failure in their new position which is why turning to the team for guidance and feedback can benefit a new leader.

Julie recommends a new leader build a transition plan, using feedback from the employer and their team. 

“What is that employee going to do in the those first 30, 60 or 90 days that’s going to help them hit the ground running and be successful?” she says, adding having a ‘win’ early on can be beneficial for the new leader and the team, as well as the organization. “If we want people to be loyal and to perform, and be successful so that we can be successful, an employer has to make that happen. It takes effort.”

Things to consider when an employee transitions into a leadership role

Employers should evaluate leadership potential 

Employers should assess qualities such as emotional intelligence, problem-solving abilities, accountability, adaptability, and the ability to motivate others before making a promotion decision.

Providing leadership training is essential

Employers should offer training programs, workshops, mentoring opportunities, and coaching to help new leaders develop skills in communication, conflict resolution, delegation, and team management. Continuous professional development can improve confidence and effectiveness in the role.

Communicate clearly with the team

Employers should explain the promotion professionally and emphasize the qualifications and strengths that made the employee suitable for leadership. Clear communication helps reduce confusion, resentment, and workplace gossip.

Support the employee during the transition period

Employers can ease this transition by setting realistic expectations, offering regular feedback, and encouraging open communication. Providing mentorship from experienced leaders can also help employees navigate challenges more effectively.

Setting clear goals and expectations critical

Clear guidance allows the employee to understand what success looks like and helps prevent misunderstandings. Regular check-ins can ensure progress is being made and provide opportunities to address concerns early.

Encouraging collaboration and trust important

Employers can foster a positive environment by encouraging respectful communication, collaboration, and shared problem-solving among team members.

Leadership development takes time

Employers should be patient and allow employees to grow into their new role gradually. Mistakes and learning experiences are a natural part of leadership growth. Constructive feedback and encouragement can help build confidence and long-term success.

Employers should lead by example

Senior management should demonstrate professionalism, integrity, accountability, and strong leadership practices. New leaders are more likely to succeed when they work in an environment that models positive leadership behaviours and supports employee growth.