One of the most pivotal – and most overlooked – transitions in any organisation is the move from individual contributor to manager. Yet many companies leave this to chance. Promoting high performers without preparation, or failing to recognise who actually wants and is ready to lead, can lead to poor team performance, burnout, and high turnover.
Identifying and developing aspiring managers should be a deliberate, strategic process. It’s not just about filling a vacancy – it’s about investing in people who will shape your company culture, retain talent, and drive results.
The Challenge: Potential ≠ Preparedness
Many organisations assume that strong technical skills equal management readiness. But being a great engineer, designer, or sales rep doesn’t automatically mean someone can lead a team. Leadership requires a completely different skill set – communication, delegation, emotional intelligence, coaching, and decision-making under pressure.
Worse, companies often miss out on brilliant future managers because those individuals don’t fit the loudest or most traditional mold. Without the right development and support, these potential leaders either stay hidden – or step into management unprepared and unsupported.
How to Identify Aspiring Managers
Start with curiosity, not assumptions. Ask yourself:
- Who shows genuine interest in helping others grow?
- Who demonstrates a sense of responsibility beyond their role?
- Who seeks feedback, reflects, and acts on it?
- Who influences without authority?
Aspiring managers often show up as informal leaders. They may mentor junior teammates, step up in crises, or look for ways to improve team processes. Their motivation is people-driven, not title-driven.
But potential alone isn’t enough. The desire to manage must be explored, clarified, and validated with the individual. Not everyone wants to lead – and that’s okay.
3 Practical Tips to Develop Aspiring Managers
- Create Safe Spaces to Explore Leadership Give aspiring managers a taste of leadership before they take on the title. Try stretch assignments, project lead roles, or mentoring opportunities. These low-risk trials help them test their appetite and build foundational skills.
- Teach the “Human” Side of Management Early Don’t wait until someone is promoted to teach them how to have difficult conversations, coach others, or manage conflicting priorities. Offer foundational leadership workshops tailored to first-time or soon-to-be managers.
- Make Aspiration Visible and Supported Encourage conversations about career aspirations in 1:1s and reviews. Let people know that wanting to manage – or not wanting to – is valid and supported. Make development pathways clear and accessible, not mysterious or based on who shouts loudest.
Conclusion
Your next great manager is likely already in your team – curious, empathetic, and quietly leading from within. But without deliberate development, they may never get the chance to step up – or they may step in without the tools to succeed.
By identifying and nurturing aspiring managers early, you build a stronger, more diverse leadership pipeline – and create a culture where leadership is grown, not just given.