Leadership
Growing organizations promote the people who made the last stage of growth possible: the specialist, the closer, the operator who could hold a function together. Then they are surprised when those same people struggle in the next role.
The stall is visible before it has a name. Decisions wait for the leader who still wants to do the work themselves. Teams become uneven. High performers leave because there is no one they can grow under. Culture starts to mean “ask the boss.”
Leadership development that works here is not a catalogue of modules. It is a clear view of what this role now requires, an honest assessment of the gap, and a practical way to close it — coaching, feedback, and a real stretch in the work, not a two-day offsite.
If your growth depends on a handful of technically excellent people becoming leaders of other people, that is a business issue. Treat it as one.