JULY - AUGUST 2025BUSINESSMANAGEMENTREVIEW.COM8In many organizations, the process of promoting individuals to leadership positions often favors those who are highly visible, technically skilled, and extroverted. While these traits can be valuable, they do not necessarily correlate with effective leadership. This tendency to overlook introverted yet highly capable individuals can result in significant missed opportunities and can have detrimental effects on the organization's overall performance.THE PROBLEM WITH VISIBILITY AND EXTROVERSIONExtroverted individuals naturally draw attention to themselves. They are often more vocal in meetings, more likely to network, and more comfortable in social settings. This visibility can lead to the perception that they are more competent or more suitable for leadership roles. However, leadership requires more than just visibility; it requires the ability to inspire, manage, and develop teams effectively.Introverted individuals, on the other hand, may not seek the spotlight but can possess deep insights, strong analytical skills, and a thoughtful approach to problem-solving. Their quieter demeanor can be mistaken for a lack of ambition or leadership potential, leading organizations to overlook them for promotions.THE RISK OF PROMOTING FOR TECHNICAL SKILLSTechnical proficiency is another common criterion for promotion. While it is important for leaders to understand the technical aspects of their field, being an expert does not automatically make someone a good leader. Leadership involves managing people, making strategic decisions, and fostering a positive organizational culture. Promoting individuals solely based on their technical skills can result By Hilde R. Sønnichsen, CHRO/HR Director, UhrenholtTHE CHALLENGE OF PROMOTING THE WRONG LEADERS IN ORGANIZATIONSHilde R. Sønnichsen
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