When ambitious, top performing employees compete for promotions and step into leadership roles, their managers often watch this happen with sky high expectations. Managers tend to assume that high functioning employees will naturally transition into excellent team leaders, and more often than not, this assumption leads to disappointment and confusion on both sides.

Why does this happen? Why do promising first-time mangers often flail and struggle with the most basic responsibilities of leadership? And how can you smooth this rocky transition as you promote from within? Keep these considerations in mind.

1. Excellent employees usually win high praise as a result of their listening skills, technical abilities, and general obedience. But while these three traits are among the most important for entry level employees, they don’t work well for leaders, and in fact can actively hold new mangers back. Not only do skills sets change during this transition, but certain skills and strong suits on one side can become detriments on the other and will need to be actively reshaped and/or unlearned.

2. Employees execute, but leaders make decisions. As they step into management, employees will need to let go of technical execution and learn to delegate responsibility. They’ll also need to learn the nuts and bolts of the business model to understand the components of smart decision-making. Teach and actively coach them, don’t just throw them into the deep end and expect great results.

3. Judge new managers based on their behavior, not on team results. Not yet. If a new manager takes a risk, makes a mistake, and leads her team over a cliff, base your final judgment on her intentions and decisions, not on the outcome. If she behaved and thought like a leader throughout the process and left her employee mind set behind, then she’s on the right track. No learning takes place without risk and error.

4. Help her to identify and optimize her leadership style. Every successful leader takes a unique approach to the process. Some function better as top-down micromanagers, while others find more success with a horizontal, collaborative approach. As part of the coaching process, observe your new managers carefully and help them determine the approach that works for them.

5. Provide mentors. If possible, connect your newly fledged leaders with appropriate role models and guides. It’s easier to travel down a new path if you can see what lies ahead.

For more tips on building strong leaders and incentivizing a successful transition into management, schedule a consultation with the Texas staffing pros at Expert. We can help you support your teams and build the skills they need to drive your company forward.