There are two moments that stand out in the minds of experienced leaders. They are the first time they promoted someone into management and the day they had to tell that person, "Things aren't working out." But what is most troublesome to these leaders is the fact that they know, deep down inside; this person never had a chance.

Here are five common mistakes leaders make when it comes to promoting high potentials and what you can do to avoid making the same mistake twice.

1. Promoting the Wrong Person

You promoted your top sales person into management based on performance, and he is failing miserably as a leader. Revenues are slipping, and the sales team is ready to bolt.

You made the deadly mistake of assuming that excellence in one job would easily translate into superior performance in another, even though the skill sets required of each job are considerably different.

Don't be so quick next time to promote your best technical person into management, unless he clearly demonstrates he has the skills and the desire to successfully take on the role of a leader.

2. Assuming He'll Pick Things Up Like You Did

You learned the hard way how to manage and you didn't turn out so bad so why shouldn't your new protégé learn the same way? Business is challenging enough in today's hyper-growth economy.

Maybe this isn't the right time to apply your sink or swim approach to management. The next time around, try coaching your new manager and swimming besides him before throwing him into the deep end of the pool.

3. Failure to Provide Feedback

You figured she'd know exactly what you expected, even though you never clearly defined your expectations. Heck, your family members have figured this out.

But you forgot to consider that, unlike your wife, this person couldn't read minds. In the future, outline the objectives and metrics and make it a point to check in weekly to ensure your new manager remains on track.

4. You Never Bothered to Re-staff Her Position

Your shining star was so great that she could do the work of two people. That may be fine when your work is tactical.

But how can someone successfully lead, when they can't lift their head up from their own desk long enough to engage with their people?

Succession planning is your job. Have someone ready to fill the shoes that will be vacated before you promote your next employee.

5. You Managed His Every Move

You became the micromanager we all know and despise. He couldn't breathe without your permission.

It didn't take long before his people realized who was really in control. Next time around, allow new leaders the time and space necessary to forge their own identity.

Take a step back and allow them to succeed.

As leaders, it's your job to identify and nurture high-potentials and to help them successfully assimilate into management. Learn from your mistakes so that next time you can say, "I'm really glad things are working out so well."