You've got a great employee. They're reliable, know their job inside out, get things done and are someone you can count on.
Naturally, they're at the top of your list when a leadership position becomes available.
But here's the question…
Are they a great employee, or do they have the potential to be a great leader?
Because those two things aren't always the same.
One of the biggest mistakes businesses make is promoting someone because they're excellent at their current role, without considering whether they have the skills, mindset and emotional maturity to lead other people.
Leadership isn't a reward for doing your job well. It's a completely different job.
So, what should you actually be looking for?
1. The signs of someone with leadership potential
You don't necessarily need someone who is already confident, outspoken or the loudest person in the room.
Some of your best future leaders might be quietly demonstrating the qualities you need every day.
Look for people who:
Take ownership: They don't immediately look for someone to blame when something goes wrong. They look for solutions and take responsibility for their part.
Communicate well: They can have a difficult conversation, listen to different perspectives and adjust how they communicate with others.
Show initiative: They don't need to be chased for everything. They identify opportunities, think ahead and take action.
Support others: They're willing to share knowledge, help colleagues and celebrate someone else's success without feeling threatened.
Stay composed under pressure: They can experience frustration without allowing every emotion to become everyone else's problem.
Are open to feedback: They can hear something uncomfortable without becoming defensive or making it personal.
Think beyond themselves: They understand that the bigger picture matters, not just their own workload, performance or preferences.
The biggest sign?
They make the people around them better, not just themselves.
2. The red flags to watch for
Sometimes the person who looks most ready for promotion is actually the person who needs the most development.
Keep an eye out for these behaviours:
🚩 The workplace hero: They're excellent at fixing everything themselves but struggle to delegate, trust others or let go of control.
🚩 The blame shifter: When something goes wrong, there's always someone else responsible.
🚩 The popularity candidate: They're well-liked and have great relationships, but avoid difficult conversations and accountability.
🚩 The knowledge hoarder: They like being the person everyone needs. Sharing knowledge or developing others feels like giving away their value.
🚩 The emotional reactor: Their mood dictates the atmosphere of the team. Feedback, pressure or disagreement quickly becomes personal.
🚩 The title chaser: They're more interested in the status, recognition or pay increase than the responsibility that comes with leading people.
🚩 The unofficial boss: They already tell everyone what to do, but haven't demonstrated the judgement, respect or emotional maturity required to lead.
None of these automatically mean someone can't become a great leader.
But they are signs that development needs to happen before promotion, not after the damage is done.
3. How do you grow someone into a leader?
Here's where businesses have a real opportunity.
Don't wait until someone gets promoted to start teaching them how to lead.
Give them opportunities to demonstrate and develop leadership skills before handing them the title.
Try these five things:
1. Give them responsibility, not just more work.
Ask them to lead a small project, coordinate a process improvement or support a team initiative. Observe how they involve others, make decisions and handle challenges.
2. Let them mentor someone.
Being good at something is one thing. Being able to teach, encourage and develop someone else is another.
3. Introduce feedback conversations.
Ask them how they receive feedback, how they give it and what they find challenging about difficult conversations. Their response will tell you a lot.
4. Help them understand their leadership style.
Personality and behavioural tools, such as DISC, can help people understand their natural communication preferences, strengths and potential blind spots.
The goal isn't to change who they are. It's to help them understand how to adapt their approach to bring out the best in others.
5. Give them a safe space to get it wrong.
Leadership development involves practice. Let them make decisions, reflect on outcomes and learn from mistakes with appropriate guidance and support.
Don't just hand them a leadership title and hope for the best.
4. Don't promote potential without providing support
One of the biggest frustrations for new leaders is being given responsibility without the tools, authority or support to succeed.
They suddenly have to manage performance, navigate personalities, delegate, resolve conflict and make decisions.
And they're often expected to know exactly what they're doing because they were so good at their previous job.
That's a big expectation.
New leaders need:
Clear expectations and decision-making authority.
Practical training in communication and performance management.
Regular mentoring and feedback.
Support navigating difficult people situations.
Permission to learn rather than the expectation to be perfect.
And importantly, they need to understand that leadership isn't about having all the answers. It's about knowing how to get the best out of the people around them.
Before you promote, ask yourself…
Would I trust this person to manage someone who disagrees with them?
Can they have a difficult conversation without damaging the relationship?
Do they take accountability when things don't go to plan?
Are they genuinely interested in developing others?
Can they put the needs of the team ahead of their own ego?
Are they willing to keep learning, even when they're no longer the expert in the room?
If you're unsure, that's okay. It might mean they need more development, not that they've missed their opportunity.
The bottom line?
Don't promote someone simply because they've earned it through years of service, outstanding individual performance or being the person who always says yes.
Promote based on capability, behaviours, values and potential.
And once you do, invest in them.
Because the goal isn't just to fill a leadership position.
It's to build someone who creates a team where other people can thrive.
Great leaders don't just get the job done. They bring out the best in the people doing it.
— The Culture Architect