Richard Byles urges leadership training for Jamaica’s promoted technical staff

KINGSTON, Jamaica — Richard Byles is warning that many employees who move into middle management falter because their organisations promote them for technical excellence but do not equip them to supervise people. He said the same habits that make workers reliable individual contributors can work against them once they are responsible for leading teams.

The Bank of Jamaica governor made the point on Tuesday while addressing the Make Your Mark: Middle Managers Leadership Conference. In prepared remarks, Byles said companies commonly recognise accuracy, strong work ethic and personal productivity, but too often leave newly appointed managers to figure out leadership on their own.

“They were great technicians. They were promoted because of the quality of their output as individuals,” Byles said. “But then they fail to make the critical transition from being great at the work to being great at leading the people who do the work.”

His remarks point to a familiar weakness in Jamaican businesses and public bodies, where standout employees are often moved into supervisory posts without structured management development or leadership preparation.

Byles said leading people calls for a different mindset from doing technical work well. The focus, he argued, must move away from personal delivery and toward building an environment in which other people can perform at a high standard.

“As a leader, the job is no longer to do it yourself. The job is to create the conditions for others to do it excellently,” he said.

He said some managers find it difficult to hand over responsibility or take pride in achievements delivered through other people, even though those qualities become crucial as leaders rise.

Byles also cautioned that a title by itself will not produce effective leadership. He said major results require managers to win confidence from employees and be regarded with respect, rather than depending on rank.

“To leverage the capability of the people around you, you need two things from them. Their respect; their trust,” Byles said. “None of those things come from authority.”

Reflecting on his own career, Byles said his progress was driven more by repeatedly producing work of a high standard than by a fixed long-range career plan. He told the conference that sustained excellence can open later opportunities.

The address comes as more companies are paying attention to succession planning, manager development and staff retention while facing a tighter labour market and stronger competition for skilled employees.