We have a tendency to promote our top performing employees into leadership positions. We assume that a high-performance employee can immediately translate into an effective high-performance leader. The fact is that the skillset and mindset are completely different, and the transition can be difficult, often resulting in failure. Making it even more challenging is having to manage former peers. It�s hard on your new leader because they have to shift from being accountable for their own performance to being accountable for the results of others. Avoid these common traps and start building your leadership pipeline. Give your emerging leaders and your high potential employees the skills to transition from a high performer or a good supervisor into an effective and engaging leader.