The Hidden Cost of Premature Promotions: Why Leaders Must Support Their Rising Stars

“As we looked around, we saw that most of the best people are self-managing… They don’t need to be managed. What they need is a common vision.” — Steve Jobs

Promoting employees is one of the most powerful ways to recognize talent, but when done without the right support, it can lead to frustration, disengagement, and even talent loss.

A Real-World Example: A Promotion That Backfired

At a mid-sized SaaS company, a talented senior engineer, let’s call him Steve, was promoted to an engineering manager role. He was an exceptional problem solver and had a deep understanding of the product, so leadership assumed he’d naturally transition into leading a team.

But no one asked Steve if he actually wanted the role. No one prepared him for the shift from writing code to managing people. No leadership training, no mentor, no transition plan — just a new title and a bigger paycheck.

At first, Steve tried to keep up by continuing to code, but soon he was overwhelmed with meetings, project deadlines, and team dynamics he wasn’t trained to handle. His former peers now saw him as “management,” but he didn’t feel like a leader. Meanwhile, his team felt unsupported, and their motivation dropped. Within six months, two key engineers left, frustrated by the lack of direction. What started as an exciting promotion turned into a retention problem.

How to Promote the Right Way

A title alone doesn’t make a leader. Before promoting someone, managers must:

✔ Check if they actually want it — Not every high performer wants to lead. Some prefer to stay in an expert track.

✔ Give them the right tools — Leadership training, mentorship, and exposure to management tasks before the switch.

✔ Run a trial period — Let them take on leadership responsibilities gradually, so both they and the team can adjust.

Golden Tip: Start Today

If you’re considering promoting someone, start by giving them one leadership responsibility this month — whether it’s mentoring a junior employee, leading a small project, or running a team meeting. See how they handle it, support them, and then decide if they’re ready for the next step.

Promotions should be an evolution, not a leap. When leaders throw employees into new roles without support, they set them up for failure — and risk losing their best people in the process.