In thriving corporate environments, the air is crackling with potential and expectation; yet, staying ahead of the game and ensuring that the corporate machine carries on at full throttle is hardly a walk in the park. One such challenge is hiring new people to meet the company’s talent needs as training new hires may put a halt to growth. To tackle this, organizations could promote high performers to managerial roles. The following methods may help fast-growing companies to do so seamlessly and effectively:

1. Create a sustainable organizational chart

This entails that new hires are integrated in teams managed by a person who already reports to a higher-ranking manager. Such a system will ensure that a single manager is not responsible for more than five or six people. Furthermore, deciding who is next in line for promotion becomes much easier while only adding the bare minimum of extra work when new employees are hired.

2. Make internal promotions the norm.

Although external hiring may become a necessity, promoting from within should be the rule. In this way, not only will the C-suite be able to fully tap into the organization’s leadership talent pool but it will also be a first-class opportunity to nurture a culture of loyalty and appreciation.

3. Never promote new managers alone.

An effective way to deal with the possibility that a newly promoted manager is feeling isolated or overwhelmed by their new role is to adopt a buddy system by which people are promoted in pairs or groups. This is a prime example of peer-to-peer support and development which can greatly benefit everyone involved.

4. Choose who to promote wisely

Being a good manager comes down to so much more than simply being a star performer. In fact, acquiring the skills and qualities necessary to perform well in a managerial role is usually at the discretion of the individual. Therefore, before making a promotion decision, each runner-up should be asked whether they are willing to develop the necessary skills. Perhaps, some candidates may not be inclined to do so.

5. Accept that managerial roles are not for everyone

Following from the previous point, if a person decides to decline the promotion because their individual strengths do not lie in managing people but rather in driving results in other more practical ways, their employer should accept it and appreciate the honesty.