Scientists Are Prodigal Executives Too

One of my interests is working with scientists and people who have advanced degrees with a strong analytical bent (possibly because of my own background). One reason why I like coaching these technical executives is that these individuals make such a meaningful contribution. The common reality is that these individuals who are technical professionals are promoted because they were so good at what they did. One of my missions is to help them transition from the technical professional to a leader.

Many of them go into the science because they want to build things not work with people. Management was probably something they did not study in college or grad school. For instance, there was Bill (real story, not his real name). Bill was a senior scientist who went through a coaching program after it discovered he did not have a calling for managing people. His request was to return to be a senior scientist and not continue to pursue a role of manager.

Bill ended up being very successful as a scientist and his experiment with managing people was a good experience. He now had clarity about his true career calling, and that management was not surely for him. His curiosity had been satisfied. Bill learned his course as a scientist he had his calling and he could focus on being the scientist possible.

The moral of the story is, technical competence does not always yield managerial competence.

All companies hunger for superstar employees. They hunger for superstar employees leads to promoting them into managers. Companies also hunger for superstar managers and leaders. In order to help a superstar successful transition from employee to manager without derailing they need to be coached.

But be careful. Many times superstars have a strong ego and are not aware of their need for help. So, one convincing strategy is to tell them the best get better by ongoing coaching and development. You need to sell them on the idea that to truly be set up to succeed they could benefit from coaching.