This module really challenged some assumptions I've carried for a while — particularly around Myth #1. In my role as College Director, I've seen firsthand that promoting a top performer doesn't always translate into effective management. The skills that make someone an excellent individual contributor are genuinely different from the people skills required to lead others well.
What stood out most to me was the Gallup statistic that only one in ten people naturally possesses the talent to manage effectively. That's a sobering number, but it also reframes how we think about hiring and developing managers. It's not just about who performs best — it's about who can bring out the best in others.
Going forward, I intend to be more intentional about how I support and evaluate the people I oversee. Rather than assuming that competence in a role equals readiness to lead, I want to ask better questions — does this person have the influence, the people skills, and the passion to help others grow? Well-managed management is about enabling others to win, and that's something I want to model and encourage in every interaction I have with my team.
