We promoted our best technical specialist to the leadership team, but they are completely failing at the leadership, management, and accountability aspects of their seat. How do we address a leader who is technically brilliant but cannot manage their people?

Question

Tyler Smith · Accepted Answer

Promoting your best technical performer to a leadership seat is a common mistake that hurts both the individual and the organization. Technical brilliant people often struggle with the soft skills and management discipline required to run a department.

In EOS, we call this the LMA responsibility: Leadership, Management, and Accountability. A leadership seat requires someone who can lead, manage, and hold people accountable. If your technical specialist is failing at LMA, you must address it immediately.

First, evaluate them using the GWC tool. Do they actually want to manage people, or do they just want the status and pay of a leadership role? Often, technical experts hate the administrative and emotional burden of managing people, but they accept the seat because they see no other path for career growth.

If they do want the seat, you must invest in training them on LMA principles. Clarify their roles on the Accountability Chart and teach them how to run effective Level 10 Meetings with their direct reports.

If they do not want the seat, or if they simply lack the capacity to lead despite training, you must move them out of that seat. Create a high-value individual contributor path that respects their technical brilliance without forcing them to manage people.