Hello, this is Coin. When I was at a large company, I had the opportunity to manage key talent on a quarterly and semi-annual basis. I particularly focused on the performance management of ace employees at the assistant manager and manager levels. The purpose of this task was to prepare them to become the next team leaders. When I think of ace employees at the assistant manager and manager levels, I picture individuals who are at the center of team reports, planning, and various issues. They are logical, have excellent learning abilities, and possess a strong sense of responsibility. They tend to receive high evaluations and often get promoted faster than others; these are the so-called ace employees. However, there are often cases where these ace employees struggle when they take on the role of team leader. The team leader I’m referring to is not a single-person team leader, but someone who is responsible for solving problems with at least two or more team members. If there is still only one team member, it’s more likely that they are functioning in a mentor-mentee relationship rather than truly taking on the team leader role.

It seems to be quite common. There are cases where individuals who performed exceptionally well alone during their mid-level management period struggle when they have more than two team members. Let's take a look at what those cases are. The first case is what you might call a half ace. Aces that fall into this category usually write reports exceptionally well. They spend a lot of time and effort building a good relationship with the team leader, who has decision-making and evaluation authority. They are undoubtedly competent individuals. However, their understanding of their job and the customer market is overshadowed by their understanding of their team leader or superior. They know that this team leader likes certain types of materials and how to prepare to persuade them. Because they write reports so well, they are often seen as indispensable aces by the team leader. However, these types of aces, in the moment of working with that team leader,

When it comes to work, the first thing that comes to mind is often the team leader or boss with whom you are working, especially if you are effectively solving their problems. This increases the likelihood of growing into a workplace ace. If, however, the first thought that arises in response to that question is a client from the market where you need to make sales tomorrow, and you are recognized for effectively addressing their issues, then the likelihood of becoming a professional increases. It's not that being a professional is better and being a workplace employee is worse. It's just that it’s not easy to clearly distinguish between being an employee and being a professional while working within an organization. Solving the problems of a visible boss in front of you and addressing the problems of an invisible client requires different approaches. With a boss in front of you, you can receive immediate feedback and continuously communicate to understand the intent behind the issues they present to you.

There is a problem in the market where we cannot identify the issues of our customers. We cannot grasp their intentions, and we have few opportunities to ask and listen to what our customers want. However, as one progresses to higher positions within the organization, the problems presented often involve resolving issues for customers whose needs we cannot fully understand. To solve these problems, a deep understanding of the essence of one's role in the industry is essential. 

Yet, those who excel by having a high understanding of their immediate supervisors and solving their problems, thereby being recognized as top performers, often find it difficult to rise above the level of team leader if the organization is structured into business units, divisions, and teams, with functions divided into parts. To perform well, continuous feedback about the customer market must be obtained through the leaders responsible for those roles.

When top performers become team leaders, there is a high likelihood that they will impose the skills for which they were recognized onto their team members. They may demand that team members invest time and effort in areas such as attitude, technical reporting skills, and building relationships with the team leader. For some individuals, these demands can be very challenging. 

The second case is where someone truly is a top performer. However, even after becoming a team leader, they continue to work like a top performer. In other words, they take on all the responsibilities and do the work of the team themselves. This type of case is quite common in organizations. I believe that team leaders who work like top performers can be even more difficult to work with than those who delegate all the work to their team members without doing any themselves. In reality, there are no team leaders who do not work; they may simply appear to be inactive. First of all, once someone becomes a team leader, the number of meetings typically doubles or triples.

The number of regular meetings is increasing, but when issues arise in the company, team leaders are immediately called to meetings. There are many days that end with nothing but meetings. In this way, team leaders continuously communicate about changes in organizational issues while contemplating what our team needs to do and creating tasks. It is also the team leader's role to distribute tasks to team members so they can solve those issues. Even if the leader is not directly handling the tasks, effectively allocating work to team members and generating those tasks is part of the team leader's responsibilities. Of course, distributing those tasks well among team members is also a skill. Some team leaders tend to overload capable team members with work, while others distribute tasks considering the balance among team members. There are team leaders who explain the context well when assigning tasks, and there are those who simply say, Hey, you do this. In any case, assigning tasks to team members is also...

When ace employees become team leaders, it often happens that they cannot delegate tasks effectively. They tend to take on all the work themselves. Team leaders who pass on their tasks to team members without proper context and explanation are often criticized as incompetent. However, I have frequently observed that team members tend to leave organizations faster when they work under a team leader who does everything alone rather than one who is labeled as incompetent. This is because team members who do not receive their share of the work may think, Oh, this team leader doesn't trust me. Among incompetent team leaders, those who do not trust their team members are considered even harder to work with. The inability to delegate tasks may indicate a lack of trust in team members, but it can also reflect a lack of trust in oneself. Having achieved many results by handling tasks alone and being recognized as an ace in the organization, they may struggle with the transition to a leadership role.

If you can't solve tasks well on your own, you won't be recognized in the organization. I always feel that I need to know more and do better than my team members; otherwise, they will disregard me. I think many people struggle to let go of their work due to this mindset. When I become a team leader, my team members and I need to trust each other more. However, this is really difficult. I must be able to reveal my shortcomings to others and also be good at recognizing the strengths of my team members that can compensate for my weaknesses. So, I sometimes think that a team leader who can request work by saying, Hey, you can do this better than I can, is quite remarkable. Today, I talked about cases where someone does well on their own but struggles when they become a team leader. However, this is not just limited to team leaders. It's about being able to look at customer and market issues, acknowledging my shortcomings, and discovering the strengths of others.

People who can do this believe that they can grow faster and achieve greater results regardless of their position or years of experience. If you enjoyed today's video, please like and comment, and subscribe so that I can bring you even better content. Thank you.

일잘러 대리,과장들이 한순간에 무너지는 이유

내 친구 인사팀이야

뛰어난 개인 성과를 내던 인재가 팀 리더가 되었을 때 어려움을 겪는 경우를 분석하고, 그 원인으로 팀장에게만 집중하는 '반쪽 에이스'와 모든 일을 직접 하려는 팀 리더의 사례를 제시한다.

반쪽 에이스는 상사에게 인정받는 데 집중해 시장과 고객에 대한 이해가 부족하며, 팀 리더는 팀원에게 업무를 위임하지 못하고 혼자 모든 일을 처리하려는 경향을 보인다.

성공적인 팀 리더는 고객과 시장에 대한 깊은 이해를 바탕으로 팀원들의 강점을 활용하고 서로 신뢰하는 관계를 구축해야 한다고 결론짓는다.

🏆 에이스 사원, 왜 팀장이 되면 무너질까?

대기업 인사팀 출신 코인이 말하는, 뛰어난 개인 성과를 냈던 에이스들이 팀장이 된 후 어려움을 겪는 이유에 대한 분석입니다. **개인 플레이에 능했던 사람이 팀을 이끄는 리더가 되었을 때 발생하는 문제점**에 대해 이야기합니다.

🧑‍💼 두 가지 유형의 문제: 반쪽 에이스와 워커홀릭 팀장

첫 번째 유형은 **보고서 작성 능력은 뛰어나지만, 상사에게만 인정받으려는 '반쪽 에이스'**입니다. 이들은 고객이나 시장에 대한 이해보다 상사의 니즈를 파악하는 데 집중하는 경향이 있습니다.

두 번째 유형은 **뛰어난 실력을 가졌지만, 팀장이 된 후에도 모든 일을 직접 처리하려는 '워커홀릭 팀장'**입니다. 팀원에게 업무를 위임하지 못하고 혼자 모든 것을 짊어지려 합니다.

🤔 '반쪽 에이스'의 함정: 상사 중심적 사고

이들은 **눈앞의 상사 문제를 해결하는 데 익숙해져, 보이지 않는 고객의 니즈를 파악하는 데 어려움**을 느낍니다. 고객 시장에 대한 지속적인 피드백을 얻지 못하면 팀 리더 이상의 성장이 어려울 수 있습니다.

이러한 팀장은 **자신이 인정받았던 방식을 팀원들에게 강요**할 수 있습니다. 태도, 보고서 작성 기술, 상사와의 관계 형성 등에 과도한 시간과 노력을 요구하여 팀원들이 어려움을 겪을 수 있습니다.

🤝 워커홀릭 팀장의 딜레마: 위임의 어려움

이러한 팀장은 **팀원에게 업무를 위임하지 못하고 모든 일을 직접 처리**합니다. 이는 팀원에 대한 불신으로 이어질 수 있으며, 팀원들은 소외감을 느끼고 조직을 떠나는 경우가 많습니다.

스스로 해결하지 못하면 조직에서 인정받지 못한다는 생각 때문에 **자신의 부족함을 드러내기 어려워하고, 팀원의 강점을 활용하지 못하는 경향**이 있습니다.

🌱 성장하는 리더의 자세: 부족함 인정과 협력

**자신의 부족함을 인정하고, 팀원의 강점을 발견하여 협력하는 리더**가 되어야 합니다. "이건 내가 하는 것보다 자네가 더 잘할 수 있겠는데?"라고 말할 수 있는 리더가 되어야 합니다.

이는 팀 리더뿐만 아니라 모든 직급과 경력에 적용될 수 있는 이야기입니다. 고객과 시장의 문제를 제대로 파악하고, 자신의 단점을 인정하며, 타인의 강점을 발견하는 사람이 더욱 빠르게 성장하고 더 큰 성과를 이룰 수 있습니다.

에이스 직원이 팀장이 되었을 때 겪는 어려움

뛰어난 개인 성과를 내던 에이스 직원이 팀장이 되어 팀원들과 함께 문제를 해결하는 데 어려움을 겪는 경우가 많음.

에이스 직원은 논리적이고 학습 능력이 뛰어나며 책임감이 강하고 빠른 승진을 하는 경향이 있음.

팀장으로 어려움을 겪는 에이스 직원의 유형 1: 반쪽짜리 에이스

보고서 작성 능력은 뛰어나지만, 업무 및 고객 시장에 대한 이해보다 팀장과의 관계 형성에 집중하는 유형.

팀장이 좋아하는 보고서 스타일을 파악하고 설득하는 데 능숙하여 팀장에게는 없어서는 안 될 존재로 여겨짐.

눈앞의 상사 문제를 해결하는 데 익숙해져 고객의 문제를 파악하고 해결하는 데 어려움을 겪음.

고객 시장에 대한 지속적인 피드백을 얻지 못하면 팀장 수준 이상으로 성장하기 어려움.

팀장으로 어려움을 겪는 에이스 직원의 유형 2: 여전히 에이스처럼 일하는 팀장

팀장이 되었음에도 모든 책임을 혼자 짊어지고 팀원들의 업무까지 직접 처리하는 유형.

회의 참석 빈도가 높아지고, 팀원들에게 업무를 효과적으로 분배하지 못함.

팀 리더는 조직 문제 변화에 대해 지속적으로 소통하며 팀이 해야 할 일을 고민하고 과제를 만들어야 함.

팀원에게 적절한 설명 없이 업무를 전달하는 팀장보다 혼자 모든 일을 처리하는 팀장 밑에서 팀원들이 더 빨리 퇴사하는 경향이 있음.

업무 분담을 받지 못하는 팀원들은 팀장이 자신을 신뢰하지 않는다고 생각할 수 있음.

팀원과 서로 신뢰하고, 자신의 부족한 점을 드러내고 팀원의 강점을 인정하는 팀장이 훌륭함.

고객 및 시장 문제를 파악하고, 자신의 단점을 인정하며, 타인의 강점을 발견하는 능력이 중요함.

이러한 능력을 갖춘 사람들은 자신의 위치나 경력에 상관없이 더 빠르게 성장하고 더 큰 성과를 낼 수 있다고 믿음.