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Great players don’t always make great coaches.
But in startups, we love a shortcut.
The engineer who ships the most code? Make them Head of Engineering.
The AE who closes the most revenue? Call them your Sales Manager.
It sounds like a reward.
It feels like a natural next step.
It often turns into a slow disaster.
Here’s the trap: We confuse excellence in execution with the ability to lead others into excellence.
Different skillset. Different mindset.
And unless you understand that, you might burn your best player, damage team morale, and still be left holding the bag.
Let’s break down how to get this right.
Just because someone can do the job doesn't mean they can teach it, scale it, or hold others accountable.
It’s like assuming a great chef will automatically run a five-star kitchen. Cooking and managing are two different muscles.
One thrives on control; the other requires letting go.
A promotion is not a thank-you gift. It’s a bet on a different ability.
That bet should be backed by signals. Not sentiment.
Your star performer may be crushing it solo, but can they make others better?
Here’s what to look for:
If they’re not already informally leading, a title won’t change that.
You’re not just risking performance. You’re risking people.
Promoting the wrong person creates:
The worst part? You often lose your best performer and fail to gain a good manager.
That’s a double loss. Startups can’t afford that.
Not everyone wants to manage. And not everyone should.
Build a clear Individual Contributor (IC) growth path, especially in technical and sales orgs.
Make it prestigious. Make it pay.
Titles that honor mastery without pushing people into roles they didn’t sign up for.
Action Step:
Map out two tracks: one for people who want to lead others, one for those who want to deepen craft. Show your team both paths early.
Before you hand out a manager title, give them the experience.
Call it a pilot. A trial. A shadow role.
Let them:
Then check in.
Management is not just a promotion. It’s an identity shift.
You’re asking someone to stop being the star and become the stage crew.
That’s not for everyone. And that’s okay.
If someone passes the test and wants the role, invest in them.
Don’t assume they’ll “figure it out.” That’s how good people quit.
Teach them:
Make management a skill not a sink-or-swim scenario.
Sometimes you try it, and it still doesn’t work.
That doesn’t make them a failure. It makes you a responsive leader.
Create a culture where people can try leadership and opt out with dignity.
Let them step back into an IC role without shame, without demotion, and without cutting their comp.
Because being a great operator is still worth celebrating.
Startup founders, this is your wake-up call:
Don’t turn your best performers into your worst managers.
Being good at the work doesn’t mean they’ll be good at helping others do the work.
