Many employees dream of climbing the corporate ladder, much like Dolly Parton's iconic character in 9 to 5. However, a stark new study suggests that a promotion is not always the right move, with most managers being better suited to roles focused on individual performance rather than leadership.
The Promotion Paradox: Why High Performers Often Struggle to Lead
Research from Gallup provides compelling evidence for a long-held workplace theory. The study found that a mere 30% of managers had any supervisory experience before their promotion. For the vast majority, their ascent was based on excelling in a frontline role or simply putting in the years.
The consequences are significant. 46% of those surveyed admitted they performed better at their previous, lower-level position. Furthermore, managers promoted without the necessary skills showed far lower engagement, a sentiment that trickled down to demotivate their entire teams.
These findings strongly support the Peter Principle, the concept that people are promoted based on their current job success, not their aptitude for the next one, leading them to a level where they ultimately flounder.
The Telltale Sign: 'Task-Tunnel Vision'
According to Dr George Sik, a consultant psychologist and director of the work consultancy Eras, this scenario plays out across all industries. He cites examples from legendary footballers who cannot manage a team to star salespeople who collapse under the pressure of leading an office.
‘For the individual it often triggers imposter syndrome and stress, and for the company it can create a leadership vacuum which may drive away high performers who feel unsupported,’ Dr Sik told Metro. ‘It’s a lose-lose scenario.’
He identifies one major red flag that an employee isn't ready for the next step: 'task-tunnel vision'.
‘This is when an employee is technically brilliant at their day-to-day job but can’t see the “North Star” — the bigger company goals,’ Dr Sik explains. He notes that while value in junior roles is measured by personal output, in leadership, 'your value isn’t only in what you do, but in how you influence what others do too.'
‘If you are still focusing solely on your own KPIs and fail to notice when a colleague is struggling or how a market shift affects your department, you are a brilliant individual contributor, but you aren’t a leader,’ he adds.
How to Prime Yourself for Promotion in 90 Days
If management is your goal, overcoming task-tunnel vision is crucial. Dr Sik advises demonstrating a consistent behavioural change over a quarterly timeline of roughly 90 days to prove a new mindset has taken hold.
The first step is a proactive conversation with your manager. ‘Helpful questions to ask in this meeting might be “who else in the senior leadership team needs to see my work to feel confident in my progression?” or “what specific leadership behaviour do you need to see from me that I haven’t demonstrated yet?”’ Dr Sik suggests. This approach forces vague feedback to become a concrete roadmap.
Once you have clarity, the next three months are for action. Address any shortcomings and start ‘working yourself out of a job’ by mentoring junior colleagues or documenting your processes. ‘Ironically, the more indispensable you make yourself in your current role by hoarding knowledge or gatekeeping tasks, the harder it is for a manager to move you up,’ Dr Sik warns.
When It's Not You: Structural Barriers to Progression
Sometimes, even perfect preparation doesn't lead to promotion. If you're consistently passed over without explanation, structural issues may be to blame. You might be trapped in a niche role where you're too valuable to lose, or the company hierarchy may be stagnant with no budget for new senior roles.
Dr Sik also highlights the rise of 'proximity bias' in hybrid work environments. ‘If you’re working primarily from home, you might be delivering fantastic results, but missing out on the spontaneous “social capital” built in the office,’ he says. Decision-makers who don't see you navigating challenges in real-time may overlook you when opportunities arise.
Finally, ‘cultural alignment’ can be a factor. ‘If you stay in a role for years without seeking new challenges, you send a signal that you’ve reached your limit. Similarly, if your default is to complain about the company without offering solutions, you become a risk to the company culture,’ Dr Sik concludes. ‘Leaders need managers they can trust to protect team morale and actively grow.’
