Manager's Toolkit #7: Promotion Readiness: The Uncomfortable Conversations That Create Leaders
Stop guessing who's ready for promotion. These uncomfortable conversations will show you which high-potential employees can actually handle leadership responsibilities.
Let's talk about something that makes most managers squirm. You know that feeling when you're asked "who's ready for promotion?" and you end up mumbling something about Sarah being "quite good at her job" or Dave "showing potential"?
I've been there. Standing in leadership meetings, trying to justify why someone should be promoted based on... well, what exactly? They turn up on time? They're nice to work with? They haven't set anything on fire recently?
Here's the thing. Most of us are rubbish at preparing people for promotion. We wait for them to magically transform into leaders, then act surprised when they struggle with their new responsibilities.
The Real Test Isn't What You Think
I used to think promotion readiness was about technical skills. Can they do the job? Tick. Are they reliable? Tick. Do they get on with people? Tick. Job done.
Wrong. Dead wrong.
The real test is how they handle the messy, uncomfortable bits of leadership. The conversations that make your stomach churn. The decisions that don't have clear answers. The moments when everyone's looking at you and you haven't got a clue what to do next.
We think we're being kind by shielding high-potential employees from the messy stuff. We're not. We're stopping them from developing the skills they'll need as leaders.
You can't spot this stuff in their day-to-day work. You need to create situations that push them beyond their comfort zone.
The Framework That Actually Works
Here's what I've learned works. It's not comfortable, but it's effective.
Give them a failing project. Not something that will sink the company, but something that's properly struggling. Tell them it's their baby now. Watch what happens. Do they panic? Do they blame the previous owner? Or do they roll up their sleeves and start making tough decisions?
Make them deliver bad news. Budget cuts, project cancellations, redundancies. The stuff that makes everyone miserable. How do they handle it? Do they hide behind email? Do they sugarcoat everything until the message is meaningless? Or do they find a way to be honest whilst still caring about the impact on people?
Put them in charge of their peers. This is where most people fall apart. Managing your mates is hard. Really hard. Do they avoid the difficult conversations? Do they try to be everyone's friend? Or do they find a way to maintain relationships whilst still holding people accountable?
The Conversations That Matter
These situations create the conversations that actually matter. Not the polite feedback sessions or the annual reviews. The proper, uncomfortable chats that happen when things go wrong.
I remember watching one of my team members handle a project that was months behind schedule. The previous manager had left it in a right state. Instead of making excuses, she called a meeting with all the stakeholders. She laid out exactly what was wrong, what it would take to fix it, and what the realistic timescales were.
It wasn't pretty. There were some heated discussions. But she handled it. She didn't try to please everyone. She focused on what was right for the project and the people involved.
That's when I knew she was ready.
Common Mistakes We Make
We protect them too much. We think we're being kind by shielding high-potential employees from the messy stuff. We're not. We're stopping them from developing the skills they'll need as leaders.
We promote based on performance, not potential. Being good at your current job doesn't mean you'll be good at the next one. Management requires different skills. People skills. Decision-making skills. The ability to handle conflict and uncertainty.
We assume they want it. Just because someone's good at their job doesn't mean they want to be a manager. Have you actually asked them? Have you explained what leadership really involves? The long hours, the difficult conversations, the responsibility for other people's careers?
We don't give them enough time. Leadership development isn't a six-month programme. It takes years. You need to start early, give them varied experiences, and be patient with their progress.
The Timing Question
When should you start preparing someone for promotion? Earlier than you think. Not when a role becomes available, but when you first spot potential. Give them small leadership opportunities. Put them in charge of projects. Ask them to mentor new starters.
Watch how they respond. Do they step up? Do they take responsibility? Do they care about the impact on others? These are the signs that matter.
What About the Ones Who Aren't Ready?
Here's the bit that makes us uncomfortable. Sometimes, people aren't ready. Sometimes, they'll never be ready. And that's okay. Not everyone wants to be a leader. Not everyone should be a leader.
The kindest thing you can do is be honest about it. Don't string them along with vague promises of "maybe next time". Have the conversation. Explain what you need to see. Give them specific examples. Help them understand what leadership actually involves.
Some will step up. Others will decide it's not for them. Both outcomes are better than promoting someone who isn't ready and watching them struggle.
The Bottom Line
Promotion readiness isn't about ticking boxes. It's about seeing how someone handles the uncomfortable realities of leadership. The only way to test this is to put them in situations that push them beyond their comfort zone.
Yes, it feels harsh. Yes, some people will struggle. But the alternative is worse. Promoting someone who isn't ready doesn't just hurt them. It hurts their team, their projects, and your organisation.
Do them a favour. Give them the chance to prove they're ready. Or the chance to discover they're not. Either way, you'll both know where you stand.