The logic that shapes the first half of your career can leave you trapped in the second half. Managers make predictable mistakes that, despite their technical expertise and stellar performance, can lead high-fliers to fail to rise to the top.
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Along with colleagues, I have been teaching about ‘executive derailment’ for many years. It consistently resonates with MBA students and managers alike. This is echoed in my work with senior managers both individually and in teams. There are some important themes that consistently emerge about the journey to the executive suite. Many, perhaps all, managers have to wrestle with a paradox that, unless effectively addressed, can mean that their brilliance fails to lead to the desired promotion.
I have had many conversations with bitter managers berating the fact that poorer performing colleagues have advanced ahead of them. Is it because top management don’t realise what they have achieved? Is it that they aren’t grateful? Is it that other managers have been engaging in manipulative politicking? Sadly, it is often none of these. Top management usually has a pretty good idea what it takes to make it to the top. If you are not getting the promotions that your performance ‘deserves’, it is probably that you haven’t effectively realised how much you need to adapt as you become more senior.
In the first half of your career, the game is straightforward. You demonstrate your technical expertise, you work hard (often making sacrifices in other parts of your life) and you develop skills and competence that allow you to become a star performer.
In some roles, such as trading, sales, consulting or professional roles such as law, indispensability can be cemented by having such strong external relationships that, if the company fired you, the clients or customers would follow.
In such cases, job security is high — you have become ‘indispensable’. When times are tough, in particular, this is simple, Darwinian self-preservation.
I have had many conversations with bitter managers berating the fact that poorer performing colleagues have advanced ahead of them. Is it because top management don’t realise what they have achieved? Is it that they aren’t grateful? Is it that other managers have been engaging in manipulative politicking? Sadly, it is often none of these. Top management usually has a pretty good idea what it takes to make it to the top. If you are not getting the promotions that your performance ‘deserves’, it is probably that you haven’t effectively realised how much you need to adapt as you become more senior.
In the first half of your career, the game is straightforward. You demonstrate your technical expertise, you work hard (often making sacrifices in other parts of your life) and you develop skills and competence that allow you to become a star performer.
In some roles, such as trading, sales, consulting or professional roles such as law, indispensability can be cemented by having such strong external relationships that, if the company fired you, the clients or customers would follow.
In such cases, job security is high — you have become ‘indispensable’. When times are tough, in particular, this is simple, Darwinian self-preservation.
The curse of knowledge
Such individuals rapidly move into managerial positions, where they have to overcome a universal challenge — the curse of knowledge. When you have developed a skill to a high level of expertise, it becomes automatic and, as neurology is increasingly clarifying, uses a different part of your brain. Moving into management means that you have to supervise people who don’t know how to do things that for you are obvious. At this point, you realise something important — people are a problem. They just don’t get it. Are they stupid? Are they intentionally trying to screw things up? What’s wrong with them?
Anyone who has ever been driving behind a learner driver and has found themselves becoming frustrated and critical has experienced the curse of knowledge. The whole point about learner drivers is that they aren’t good drivers, so getting irritated by their incompetence is not a rational approach — you too were once a bad driver. Some managers have selective memory about their own learning curve. Helping other people develop skills that have become automatic for us requires learning some basic management skills. These are relatively easy to learn and most managers are reasonably competent after a few years.
So, you have demonstrated your expertise and your ability to supervise others. The team is performing to a very high level. You and the team are regularly heaped with praise from above. Things could not be going better. Given your sparkling track record, the future must surely be equally bright?
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Anyone who has ever been driving behind a learner driver and has found themselves becoming frustrated and critical has experienced the curse of knowledge. The whole point about learner drivers is that they aren’t good drivers, so getting irritated by their incompetence is not a rational approach — you too were once a bad driver. Some managers have selective memory about their own learning curve. Helping other people develop skills that have become automatic for us requires learning some basic management skills. These are relatively easy to learn and most managers are reasonably competent after a few years.
So, you have demonstrated your expertise and your ability to supervise others. The team is performing to a very high level. You and the team are regularly heaped with praise from above. Things could not be going better. Given your sparkling track record, the future must surely be equally bright?
