Why do organisations promote someone who’s not good with people?

Many people are promoted for their expertise rather than their ability to connect with others. I think promoting someone who doesn’t genuinely like people is a mistake. Often, resistance to change stems from a fear of losing one’s identity as the “expert.” People worry, “If I’m not the one who knows everything, who am I? Will I still be valued, or will people think I don’t deserve this position without all the answers?”

In reality, employees don’t expect their leaders to have all the answers. In fact, they often wish their leaders would ask, “What do you think?” Yet, many leaders are held back by the fear that asking this question might make them seem less competent. Ironically, the act of inviting input adds tremendous value, as it encourages collaboration and helps leaders process ideas more effectively by thinking out loud with their team.