Before Replacing an Employee, Ask Whether You Can Teach Them to Lead

In a recent LinkedIn post, Leila Hormozi discusses how managers should assess their own ability to develop an employee before deciding whether that person is ready for a leadership role. Her argument centers on defining success clearly and making sure the coaching and support behind a promotion are actually available.

“Before you ask, ‘Should I replace this person?’ Ask, ‘Can I actually teach them what this role requires?’”

Define what good leadership looks like

Hormozi argues that evaluating candidates or employees depends on first understanding the role. As she notes, “You need to know what good looks like before you can hire for it.” Without a clear picture of the capabilities a position requires, a manager may struggle to judge applicants or explain what an internal candidate needs to succeed.

According to Hormozi, adding more interviews will not fix an unclear hiring standard, just as promoting an employee will not resolve a manager’s inability to describe the role. Her post presents role definition as a prerequisite to both recruitment and internal advancement.

Separate teachable skills from required experience

Hormozi’s questions encourage managers to distinguish between skills a person must already have and capabilities that can be developed. That distinction can make a promotion decision more concrete: instead of relying on a general impression that someone is “not ready,” a manager can identify specific gaps and consider whether they can be addressed.

She also points to the resources development takes, including a coach with sufficient time and experience. In Hormozi’s view, a development plan is credible only when someone can provide the guidance it promises.

Make the responsibility mutual

The post frames development as a shared commitment rather than a one-sided test of the employee. Hormozi writes:

“A promotion comes with responsibility on both sides. They have to do the work. You have to provide the support you promised.”

That formulation recognizes the employee’s responsibility to perform while asking the manager to deliver the support attached to the opportunity. It also makes the quality of management part of the readiness question.

A management question before a personnel decision

Hormozi closes by turning the assessment back toward the manager: “Am I ready to develop a leader?” The question does not guarantee that every employee can grow into every role. Rather, her post suggests that a decision about readiness should follow an honest review of expectations, teachable skills and available coaching.

For leaders weighing replacement or promotion, Hormozi’s advice is to assess both sides of the equation: what the role demands and whether the organization can help a prospective leader meet those demands.