Stop forcing functional experts into people leadership: 3 mistakes to avoid

Not everyone wants to be a manager, yet too many organisations still treat people leadership as the only viable route for career progression.

Take, for example, your functional expert. They’ve honed deep expertise and domain knowledge over years of experience. They’re probably one of the best at what they do, the “go-to” person for their specialty, perhaps even recognised beyond your organisation.

These individuals want (and deserve) growth, recognition, and progression. But all too often, the only visible ladder leads to managing people. That usually results in one of two problematic outcomes:

1. They’re overlooked for promotion because they don’t fit the “manager” mould, or
2. They’re pushed into a people-leadership role they don’t want, aren’t suited to, or haven’t been properly prepared for.

Neither scenario serves your expert, nor their new team or the organisation as a whole!

Don’t conflate strength in expertise with strength in leadership.

Promoting functional experts isn’t wrong. Many brilliant technical or subject-matter experts evolve into exceptional people leaders. But there are three common traps I see organisations fall into when promoting from this group:

Trap #1. Failing to have ongoing (quality) career conversations

The direct manager hasn’t had enough open, coaching-style conversations with the expert about what they really want - not what they think they “should” want.

Without consistent dialogue, leaders miss valuable insights into what drives their experts and how to design development opportunities that play to their strengths.

How to fix it: Train your leaders to do this well (sharing this article is a good first step 😊) Build regular development conversations into your operating rhythms. Explore what career growth means for your technical experts and co-create stretch opportunities that align with their unique strengths, not a one-size-fits-all people leadership track.

Trap #2. Neglecting to create credible non-manager career paths

Your organisation might claim to have dual career ladders (technical and leadership). But when you compare pay, prestige, and recognition, does the people-leadership path still win out? 

This sends a subtle message: “You only truly progress if you manage people.” That culture pushes experts away, often into other organisations that do value technical mastery.

How to fix it: Make sure technical or specialist tracks have equal status and rewards. Recognise and celebrate subject-matter leadership in visible ways like presentations, mentoring, or strategic projects that shape organisational direction. How can you publicly celebrate and showcase your experts’ achievements?

Remember, each promotion sends a message about what your organisation values. Make sure that message aligns with your desired culture.

Trap #3. Mistaking skill for strength

Just because someone can lead people doesn’t mean they should. I’ve coached leaders who are highly capable managers but who find no joy in it. Over time, that drains energy, impacts performance, and can erode team morale. At worst, forcing your best experts into management can result in burnout, resentment, or quiet quitting.

How to fix it: Remember the distinction:

• A skill is something you can do well.
• A strength is something you do well and that energises you.

Before promoting, explore whether people leadership truly aligns with each individual’s natural motivations.

The best organisations recognise and nurture their functional experts, whether they want to manage people or not. They create attractive, visible, and well-rewarded alternative career pathways and treat expertise as a form of leadership (because it is!). They encourage their senior technical roles to influence strategy, mentor others, and shape innovation. 

In a nutshell, they show that functional leadership is not a lesser route.