Leadership Readiness over Technical Skills

On a drive from Baltimore to Washington yesterday, I listened to a discussion on news radio about leadership in companies, not-for-profits, and the government.

A Booz Allen & Hamilton consultant pointed out that a very common practice is to promote someone who has demonstrated outstanding technical skills, yet may not have the “soft” skills to be an effective leader. In fact, such a person may not even understand what it takes to be an effective leader. Nowadays, with budgets so tight, there often is no leadership training for that person. (Note: “training” need not be formal. Mentoring, coaching, and insightful leadership books and articles can be very helpful and could well be more effective than formal training. Also, these tools need not be a significant financial investment, and they sure are a prudent investment.)

Leadership readiness is more important than technical skills
It is important to look at leadership “readiness”, not technical skills.  Does a person have the ability to lead others and inspire others? Does she want to help others do great work, learn, grow, succeed, and be great teammates?

Gaps in readiness are OK
When assessing leadership readiness, there can well be gaps, and that is fine.  Seldom is there a perfect candidate. If the person has the right attitude, an understanding of what it takes, and a desire to help others, then mentoring, coaching, and specific readings can likely help the person become an effective leader.

Two tracks are better than one
The consultant wisely recommended that companies and other organizations have two tracks:

1. The traditional management track and
2. A track where a person with strong technical proficiencies can continue to rise and earn desirable salary increases without taking on major leadership roles for which they are not prepared. 

Such individuals should not feel that they need to become a boss to be successful. We need people who are great technicians, and they deserve a sense of success and satisfaction as well as financial rewards for their valuable contributions.

Promoted to incompetence
You may have heard of the Peter Principle, which maintains that often people are promoted to their level of incompetence.  I have seen that first hand, someone who seemed to be doing a great job, was then rewarded with a lot of leadership responsibility, and, to the surprise of colleagues, was ineffective in his new role. He was in over his head, became insecure, and hid behind his title. He ceased being open to asking questions and seeking ideas and input from others.  I don’t think he realized his insecurity, but he surely he was ill suited for his leadership position.

There is certainly no formula to measure readiness. I think we must look at a person’s attitude, her desire to lead and serve others and to be a true servant leader. We should also look at and her inner confidence coupled with her sense of humility, and whether she will seek continuous improvement, ask for ideas and input, and will listen to understand and learn.  With these qualities, we have a ready candidate for a leadership promotion.