Why Your Top Individual Contributor May Not Be Your Strongest Manager

In the corporate world, there’s a common misconception that the highest-performing individual contributors will naturally make successful managers. However, the skills and attributes that lead to excellence in individual roles don’t always translate to effective management.

Let’s explore why your best individual contributor might not be your strongest manager.

First, consider the different skill sets required for each role. Individual contributors excel because of their specialized expertise, attention to detail, and ability to work independently on specific tasks or projects. They’re often the go-to people for deep technical knowledge or problem-solving within their domain. Managers, on the other hand, need a broader skill set that includes leadership, communication, conflict resolution, and the ability to motivate and manage a team. Success for managers depends on how well they can align their team’s efforts with organizational goals, rather than on their own technical output. 

The transition from doing to delegating is another significant challenge. Individual contributors thrive on the satisfaction of completing tasks and projects themselves, driven by personal achievement and the direct impact of their work. Managers must focus on delegating tasks and empowering their team members to achieve goals. This shift can be tough for high-performing ICs who are used to being hands-on and directly contributing to results. 

Interpersonal and leadership challenges also play a role. Individual contributors may excel in roles that require individual excellence but might not have developed the interpersonal and leadership skills necessary for management. Leading a team involves understanding and addressing diverse personalities, mediating conflicts, and fostering a collaborative environment. Managers need to build strong relationships, inspire their teams, and manage diverse groups of people, navigating team dynamics and motivating employees with varying needs and working styles. 

The measures of success differ between the two roles as well. For individual contributors, success is often measured by the quality and timeliness of their work, with evaluations based on their individual contributions and expertise. Managers, however, are gauged by the performance of their team. Effective managers ensure that their team meets its objectives, grows professionally, and works well together. Their success is intertwined with their ability to develop and lead others, rather than their individual achievements. 

Adaptability and strategic thinking are other factors that distinguish these roles. Individual contributors typically focus on short-term goals and the execution of specific tasks, with their work often being more tactical in nature. Managers, in contrast, must balance short-term execution with long-term strategic planning, understanding the bigger picture and aligning their team’s efforts with the organization’s strategic goals. This requires a different kind of adaptability and forward-thinking that may not be as crucial for ICs. 

Emotional intelligence is another key difference. While individual contributors need to work well with others, their roles often do not demand high levels of emotional intelligence. Managers, however, require a high degree of emotional intelligence to navigate the complexities of team dynamics, provide effective feedback, and support their team members’ emotional well-being. This involves empathy, self-awareness, and strong interpersonal skills. 

While promoting high-performing individual contributors to management positions might seem like a logical step, it’s important to recognize that the attributes that make someone a star IC do not automatically translate into managerial success. Organizations should carefully consider the distinct skills and characteristics required for management roles and provide appropriate training and development opportunities to help potential managers succeed. By doing so, companies can ensure that both their ICs and managers thrive in roles that play to their strengths, ultimately benefiting the entire organization. Promoting based on performance alone can lead to struggles and dissatisfaction for both the individual and their team. By acknowledging the different skill sets required and providing tailored support, businesses can cultivate a robust leadership pipeline and foster a more effective and harmonious workplace.