The Roles and Practices of Leaders, Managers, and Individual Contributors

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Author: Garrick Throckmorton

Last week, we unpacked The Unique Work Worlds of Leaders, Managers, and Individual Contributors through the lens of a common story we have all encountered as HR professionals: the story of a high-performing individual contributor being quickly promoted to a manager or supervisor role, only to ultimately fail in short order. This predictable, common and preventable circumstance can be mitigated with the appropriate support and development before, during and after the transition.

In order for this support to occur, the talent system must be designed in a manner that takes into consideration the clear uniqueness that employees encounter among these three levels in their careers (Kaiser & Craig, 2011). To date, talent systems have rarely accounted for this difference and have opted to take a broad approach to their talent infrastructure by applying a singular list of behaviors, competencies, values, etc. to everyone in the organization independent of their level. One way in which organizations have attempted to address these work worlds is through creating unique definitions to their standard lists that are based upon the employee’s level. Ultimately, while well intended, this approach creates employee confusion, a lack of differentiation, and less robust talent pools.

At TeamTelligent, we have created solutions to this frequent problem that talent systems face by creating talent tools that are customized to the work worlds where an employee sits and built using science. Watch this short video to obtain examples of the Roles and Practices of Leaders, Managers, and Individual Contributors and sign up to learn more at one of our upcoming Executive Overview webinars!

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