When I left the army, I believed that my extensive leadership training would enable me to manage effectively in various situations. After all, I had been educated and trained in leadership, and I had quickly secured management positions in the civilian world. However, reality taught me that the military approach to leadership does not always translate seamlessly to other environments. The company I worked for recognized my potential but also saw that I needed more self-reflection and leadership development. This led me to join their Young Executive Program (YEP), which proved invaluable.
The core of the YEP was learning about myself, different leadership styles, and how leadership was practiced within the company. We each had a mentor and the opportunity to practice within the organization’s environment. Through this program and in the years that followed, I came to understand that proper preparation is key to success in any leadership role.
Promoting talented team players into leadership positions without adequate preparation can be a costly mistake for organizations. It may seem like a natural progression—especially in fast-growing companies, such as safari operators, or industries where skilled individuals are hard to come by. However, leadership is a distinct skill set that goes beyond individual contribution.
In one instance, a leading safari company, rapidly expanding and struggling to find skilled employees, fast-tracked several workers into management roles. The Human Capital Development (HCD) team soon noticed an increase in mental health issues among employees. This scenario highlights a common problem: talented individuals are often promoted based on their performance, not their leadership readiness. When someone is elevated to a management role without proper leadership training, it negatively impacts both the individual and their team. Team results, employee happiness, and even mental health can suffer.
Excelling in technical skills or industry expertise does not automatically make someone a good leader. Leadership requires a completely different set of competencies, particularly in dealing with people. A manager must be able to “read” the team, respond to dynamics, and navigate complex human emotions and behaviours. Without these skills, new managers often fall into micromanagement or become disengaged, which undermines team motivation, effectiveness, and success.
Leadership is not an innate quality. It’s a skill that must be nurtured and developed over time. However, not everyone is interested in or suited for this journey. Before promoting someone into a leadership position, it’s crucial to assess their willingness to develop the necessary leadership qualities and to provide them with the training and support they need to succeed. This ensures that both the new leader and the team can thrive.
Starting leadership development early is essential. By identifying and training potential managers at a young age, organizations give them the chance to grow into their roles and master the complexities of leading people. Not all will succeed, and that’s okay. Some may realize leadership isn’t for them, while others may lack the capacity. But for those who do succeed, they will become the backbone of the organization.
As leaders responsible for organizational success, it’s crucial to define the type of leaders you want to cultivate. Your managers will shape your company culture and drive meaningful change. Therefore, investing in their development early and thoughtfully is not a luxury—it’s a necessity for long-term success.
Feel free to contact me if you want to look into the possibilities of designing a development program.
Peter Henssen began his leadership journey in the army, where his skills were honed through rigorous training and hands-on experience. Rising through the ranks as a sergeant, he not only led but also trained the next generation of leaders. Transitioning to corporate roles, he advanced through executive development programs and held various management positions before realizing his values aligned more with consulting and entrepreneurship.
Today, Peter focuses on leadership coaching, training, and consulting, with a core belief that leadership is about understanding people—recognizing that while all humans are equal, they are not the same. His blog draws from personal experience, insights from other leaders, and thorough research.
