In many South African boardrooms, a dangerous conflation exists: we mistake high performance for leadership capability. When a team member delivers exceptional results, the instinct is to reward them with a promotion, the author says.
In many South African boardrooms, a dangerous conflation exists: we mistake high performance for leadership capability.
When a team member delivers exceptional results, the instinct is to reward them with a promotion.
However, by treating leadership as a prize for past performance rather than a distinct capability to be developed, we inadvertently set our best people up to fail.
The core tension exists in the gap between leadership potential and readiness.
