Then ask the candidate if they’d like a real trial run. Send them to manager training. If your company is too small to have proper training, then assign them an experienced manager as a coach (this should be formalized and one of the coach’s Objectives and Key Results or OKRs for the quarter. It should be a key goal rather than a hand-wavy “Help this person out, would you?”).

Then go to the rest of the team in 1:1s and mention that you’re thinking of promoting this person, but you want to make sure everyone is comfortable first. Say, “Let’s give it a try. If you have any issues, come to me.” Start getting everyone used to the idea and give the candidate time to shine.

Then give them the option to make it real after they’ve gained some confidence in their abilities and the team feels comfortable with them in a new role.

... Browne wondered:

1. How can we expect our employees to be extraordinary and differentiate the company if we use the same hiring and onboarding methods as competitors?

1. What characteristics describe our ideal workforce that our competitors could not or would not use to describe theirs?

Robert H. Bloom and Dave Conti’s book The Inside Advantage: The Strategy at Unlocks the Hidden Growth in Your Business, and Rick Kash and David Calhoun’s book How Companies Win: Profiting From Demand-Driven Business Models No Matter What Business You’re In.

This hint is courtesy of Aubrey C. Daniels, author of Bringing Out the Best in People: How to Apply the Astonishing Power of Positive Reinforcement (a foundational business book that all leaders should read).

Verne wrote a column specifically for entrepreneurs on how to “Hire the Right #2.” Go to scalingup.com to download a copy.