In a recent LinkedIn post, Leanne Bridges discusses a common but often detrimental management practice: promoting top-performing salespeople into leadership roles without adequate preparation. Bridges highlights the unintended consequences that can arise from this seemingly obvious career progression, arguing that the skills required for sales excellence do not automatically translate to effective management.
Bridges begins by describing the typical scenario leading to such promotions:
“The MDs I work with promote their top performer because it feels like the obvious move. They’ve earned it. They want it. Everyone else expects it.”
However, as Leanne Bridges points out, this decision often leads to negative outcomes for both the individual and the team. The newly promoted manager, despite their sales prowess, may struggle with the new responsibilities, leading to decreased performance and team confusion.
The Mismatch Between Sales Skills and Management Competencies
Leanne Bridges argues that the core issue lies in the fundamental difference between excelling as an individual contributor in sales and leading a team. While a top salesperson is adept at closing deals and building client relationships, a manager needs a distinct set of skills, including communication, delegation, conflict resolution, and strategic planning.
Bridges elaborates on this disconnect:
“The best salesperson is rarely the best manager. The skills don’t transfer.”
According to Leanne Bridges, the cost of overlooking this distinction is significant. The company not only loses a high-performing salesperson but also risks losing that individual entirely when they become disillusioned and miserable in a role they are ill-equipped to handle.
The Hidden Costs of Ill-Prepared Promotions
Leanne Bridges emphasizes that a promotion should be a reward, but without the necessary support and training, it can become a source of frustration and failure. The individual may feel unsupported, and the team may suffer from a lack of clear direction and effective leadership.
Bridges states:
“And the cost of finding out the hard way is that you lose them twice. Once as a salesperson. Then as a director when they quit a year later because they’re miserable.”
The solution, as proposed by Leanne Bridges, is not to avoid promoting top talent but to invest in their development for the new role. Providing training and mentorship specifically tailored to management responsibilities is crucial for setting these individuals up for success.
The Importance of Training for New Managers
Leanne Bridges concludes by stressing that a promotion is not inherently a reward unless the individual is equipped to succeed in their new capacity.
“The promotion isn’t the reward you think it is. Not unless someone teaches them how to do the new job.”
In essence, Leanne Bridges’s insights serve as a critical reminder for business leaders to approach promotions thoughtfully, recognizing that success in one role does not guarantee success in another. Investing in training and development for newly promoted managers is paramount to retaining talent and fostering effective leadership within an organization.
📝 About This Content
This article is based on insights shared by Leanne Bridges on LinkedIn.
📅 Originally posted on April 21, 2026 | View original post on LinkedIn →