We have an executive who is failing as a manager but is an absolute superstar as an individual contributor. How do we transition them without making them feel demoted?

Question

Tyler Smith · Accepted Answer

Promoting a top performer into management only to watch them fail is a common mistake. Managing people requires an entirely different skill set and conative drive than executing technical work. If this executive is failing as a manager, keeping them in that seat will destroy team morale and burn out your best asset.

To make this transition successful, you must remove the stigma of demotion by changing how you view leadership. In a healthy company, moving from a management seat to an expert specialist seat is a lateral move, not a step down. Present this change as a strategic alignment of their strengths with the needs of the business.

Use the GWC™ tool to have the conversation. Explain that while they have the capacity to do the technical work, they do not GWC the management seat. Frame the transition around their personal happiness and performance. Show them how much more impact they can make by focusing 100 percent of their energy on their zone of genius.

Adjust your Accountability Chart to create a high-level specialist seat that reports directly to the Integrator, ensuring their compensation and status remain intact. This preserves their dignity and keeps their invaluable talent in the company.