The Hidden Cost of Promoting the Wrong Person

When Hiring Under Pressure Goes Wrong: A Manager’s Costly Mistake

The warehouse floor was still as Len walked the aisles at 2 AM, checking in on the night shift.

As the operations manager at Mitchell Distribution Center in Columbus, Ohio, Len had been working both the day and night shifts for three weeks. He was covering for Mark, who had quit suddenly to take a daytime job across town.

The midnight-to-6 AM shift was already the toughest to fill. It ran six nights a week, handling everything from unloading shipments to managing a 12-person crew.

The job had been posted for over a month. One applicant didn’t qualify. The other never showed up to the interview.

The Pressure Builds

Len was burning out. His daytime work was slipping, and his boss had already called twice asking when the role would be filled.

As he passed the receiving dock, he spotted Carl checking a late delivery. Even in the middle of the night, Carl was sharp and focused. For two years, he’d been the top performer in receiving—rarely took breaks, never missed work, and processed inventory faster than anyone else.

Then it hit Len.

The Quick Fix

“Carl’s already here. He knows the systems, he’s reliable, and the team knows him,” Len thought.

It seemed like the perfect solution. No training needed. No onboarding. Carl was available right away.

The next evening, Len made the offer. Carl was flattered and excited—more pay, more responsibility, and a step up in his career. They agreed on a one-week transition while Carl trained someone to take over his current duties.

The Cracks Begin to Show

At first, it looked like a smooth handoff. Carl kept his careful approach and started taking on leadership tasks.

But within two weeks, issues started surfacing.

Carl struggled to lead his first team meeting. When a veteran worker questioned a new process, Carl’s only answer was, “That’s just how Len wants it.”

Meanwhile, the receiving area lagged without Carl. The temps filling in couldn’t match his speed, and errors started piling up—causing headaches for the day crew.

Top Performer ≠ Top Leader

By week three, the deeper problems were clear. Carl didn’t know how to manage different work styles. If something broke, he’d fix it himself instead of assigning it out.

When deliveries hit multiple docks at once, he froze. He didn’t know how to direct the team efficiently.

“People just don’t listen,” Carl told Len one morning. “I tell them what to do, and they act like I’m not in charge.”

The truth was, Carl’s strengths—precision, deep focus, working alone—weren’t translating to leadership. He over-explained routine tasks and got frustrated when people didn’t follow his exact methods.

The Dominoes Fall

Carl’s old role stayed open. He was supposed to train a replacement, but his perfectionism made it impossible. Three temps rotated through—all falling short of his standards.

“I can’t trust anyone to get it right,” Carl told Len. “If the inventory’s off, it throws everything off.”

Team morale began to drop. Two senior workers asked for transfers to the day shift. Others started second-guessing Carl’s decisions. Productivity dipped.

A Hard Truth

Six weeks into the promotion, Len was cornered. The night shift was underperforming. Carl was clearly stressed and unhappy. The receiving team still had no stable lead.

In a one-on-one, Carl finally said what Len had been thinking:
  “Maybe I’m not cut out for this. I was great at my old job, but this is different. I feel like I’m letting everyone down.”

Len Had Made a Big Mistake

He had promoted the wrong person for the wrong reasons.

Carl’s excellence as a worker didn’t mean he was ready to lead. His technical skill didn’t include communication, delegation, or team management.

Fixing the Situation

Things hit a tipping point when a key client complained about delayed orders tied to night shift mistakes.

Len had to act. Keeping Carl in place was hurting the business. But demoting him could ruin Carl’s confidence—and might make him quit.

After speaking with HR and his boss, Len came up with a plan. They created a new position for Carl: night shift quality coordinator. It leaned on his strengths—attention to detail and process accuracy—without putting him in charge of people.

The True Cost of a Bad Promotion

Len reflected on the damage. Beyond the lost productivity and client issues, there were costs for temp workers, overtime, and all the time spent trying to fix the mistake.

But the bigger cost was emotional. Carl’s confidence was shaken. Team morale took a hit. And Len’s reputation as a manager had been dented.

What had seemed like a smart, fast solution had caused weeks of trouble.

What Len Learned

This experience taught Len a major lesson:

Filling a job isn’t the same as finding the right fit.

He had skipped the usual checks—leadership experience, communication ability, and readiness for managing others.

He wouldn’t make that mistake again.

Later, he hired an outside supervisor with proven leadership skills. The night shift improved quickly. Carl thrived in his new role. Everyone was working in their strength zone.

The takeaway was clear: when it comes to leadership roles, there’s no shortcut. You have to take the time to get it right.

Key Insight

Promoting your best worker into leadership without checking for fit is one of the most common—and damaging—mistakes managers make.

Why? Because great work doesn’t always equal great leadership.

Being a strong leader takes emotional intelligence, trust, communication, and the ability to support others—not just do the job yourself.

Quick Reminder:

Pressure to fill a role should never come before the responsibility to fill it wisely.

How to Know if Someone’s Ready to Lead

Before you promote someone, ask:

• Can they communicate clearly and give helpful feedback?
• Do they understand people, not just processes?
• Can they delegate and trust others to deliver?
• Do others naturally go to them for help—even without a title?
• Can they think beyond their current tasks to plan and prioritize?
• Are they open to feedback and aware of what they don’t know?

If the answer is no to most of these, they may not be ready—yet.

If You’re a Small Business Owner:

Promotions under pressure are common—but avoid shortcuts. Here’s how:

• Use a Leadership Readiness Checklist
   Don’t just look at job performance. Evaluate traits like communication, influence, and delegation.
• Test the Waters
   Let the employee try a short-term “acting” role. It gives both sides time to evaluate fit.
• Offer Training and Support
   Even natural leaders need a boost. Mentoring and coaching go a long way.
• Separate Skill from Leadership
   Just because someone is the best doer doesn’t mean they’re the best leader.
• Create a Safety Net
   If a promotion doesn’t work, have a way for the employee to shift back—without shame.

FAQs

Q: How can I tell if someone is ready to lead?
 Look beyond productivity. Do they guide others, solve conflicts, and communicate clearly? If not, they may need more development.

Q: What if I need someone now?
 Better to cover the role temporarily than hire the wrong leader. Step in, delegate, or rotate coverage until the right person’s ready.

Q: Should I avoid promoting from within?
 Not at all. Just make sure you evaluate internal candidates with the same care as external ones.

Q: Can leadership be taught?
 Yes—many leadership skills can be learned. But traits like empathy, patience, and communication should already be visible.

Q: How do I help someone struggling in a new leadership role?
 Start with open conversation. Offer feedback, set small goals, and provide mentoring. If it still doesn’t fit, help them move into a role that suits them better.

Warning Signs of a Mismatched Promotion

• Constant team confusion or repeated questions
• Drop in productivity or team energy
• New leader does everything themselves
• Poor communication or defensive tone
• Signs of stress or avoidance
• Requests to transfer or quit

These red flags often show up early. Spot them, support the leader, and make the necessary adjustments before deeper problems take hold.

Final Thought

Promotions shape your culture. They send a message about what leadership really means in your company.

Don’t let short-term pressure force a long-term mistake. Take your time, evaluate thoroughly, and invest in leadership the same way you invest in operations or sales—because the cost of getting it wrong isn’t just numbers. It’s people, trust, and time you won’t get back.