A guide to career transition for leaders

Change is tough.

Change comes with an uncertainty that makes us lose confidence in our abilities.

This usually springs from the "fear of the unknown".

For centuries, humans were afraid of big beasts like elephants.

Until someone figured they could be tamed if the effort was collaborative, well-planned and swift.

You are reading this because you need some help with some elephants too!

Relying on over 30 years in leadership roles, here is the nitty-gritty of how to do that.

Where do things stand for you?

You have been very good at what they do, consistently and ever-improving. This caught the leadership's eye, and you have been promoted to a senior role which involves a lot of overseeing, something you don't have much experience with.

I am not going to say it is easy. Because it is not!

I will not tell you either that "In the end, everything will work out"; you need a lot more to 'just work out'.

Let's lead with something here, shall we?

You can obviously do what you have been entitled to do. You are great at what you do, and your consistency supports this narrative.

Well, someone with much more experience than you just noticed that you are the person to be the leader now.

It wasn't easy, and it did not happen by accident. It was not just a stroke of luck. It was a result of your relentless commitment to hard work - and an eagerness to learn from the experiences of others. But you know that you did an outstanding job, and you did the best that you could.

The fears? Well, they can be annoying!

You are probably just second-guessing yourself.

"Did I oversell myself?"

"What happens if I fail?"

"What would a demotion look like?"

You realise that not only do you have to learn basic knowledge - technical and otherwise. But then there is learning about leadership - team dynamics, effective communications, stakeholder management, collaboration with other teams, strategy development, cultivating a vision, shaping organisational culture, inspiring others, fostering creativity, making decisions, managing conflicts, recognising your own self-saboteurs and navigating potential sabotage from others!!.

So much to learn. So many theories, So much experience you have, and so much more you don't yet have.

You know you need to make a plan, but where to start.

You are exhausted and overwhelmed just thinking about everything to do. Now you are procrastinating.

You have little time and don't want to make a mistake. You are busy.

You may have children and hobbies. Yes, you want a good job - but you also want a life, and there is not enough time.

You crave a shortcut - a way to navigate the path more efficiently and less stressfully.

The concern of feeling overwhelmed by the sheer magnitude of the new role is completely understandable. Until now, you've been accustomed to being in control. Effectively managing both your own tasks and the team around you.

It is rumoured (quite rightly) that certain execs in Wall Street or other high-pressure situations like to do the "You-can't-say-my-name" white stuff.

Is it because of the 'high'?

Well, not really.

It is because it breaks down any limits and barriers within you, and then you are at 3-4x your current abilities for that particular task at hand.

This is required but in a more "systematic, controlled and effortlessly repeatable way".

Over-promoted? - How to overcome the 'Imposter Syndrome'?

We have discussed earlier why you might be feeling this way.

Oversold or just not comfy in the managerial suit because the geeky PJs on remote meetings look nicer?

Remember, you were hired.

The people who hired or promoted you for this role had higher stakes. They have the highest interest in making sure you win.

They are betting on you, which requires much trust and confidence in someone.

Well, it's time you replicated that confidence inwards.

Ask yourself - "What did they see in me that they want?"

A good starting point will be a list of positives.

Want some help? Here are 6 reasons technical individuals are promoted to lead tech teams.

1. Profound technical expertise and troubleshooting skills.

2. "In it to win it" attitude

3. Creative problem-solving and innovative thinking.

4. Proven dedication and strong work ethic.

5. Quick learning and adaptability to new technologies.

6. Understanding and alignment with the company's strategic goals.

Audit your STRENGTHS:

Now that you've considered what your hiring or promotion team saw in you, it's time to take that introspection further. The most effective leaders are deeply aware of their strengths and use them strategically to drive their teams forward.

Ask yourself - "What are my standout strengths?"

This is not an exercise in vanity but rather an insightful exploration.

Your strengths are what you bring to the table, and recognising them empowers you to apply them more effectively.

Draw from past experiences inside and outside work. Write them down and look at them regularly.

Here are some prompts that might help you identify your strengths:

• What tasks do you find easy or enjoyable that others may struggle with?

• In which areas do colleagues or superiors often seek your guidance or input?

• What accomplishments are you most proud of, and why?

• When do you feel most energised and productive at work?

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This self-assessment will boost your self-confidence and provide a roadmap to maximise your potential in your new leadership role.

Audit your WEAKNESSES

Once you understand what you can or can make others do, let's see what you could improve.

There is a beast that could make this exercise futile, so I suggest you shake it off first. It's called "confirmation bias" and does a great job of spoiling critical introspections.

Ask yourself - "What are the areas I can improve upon?"

Remember, this is not about self-criticism or negativity. It's about identifying areas where you could grow and enhance your leadership capabilities.

As usual, here are some prompts to help you kick off!

• What tasks or responsibilities do you find challenging or daunting?

• Has feedback from colleagues or superiors pointed out areas for improvement?

• In what situations do you feel least confident or comfortable?

• Are there any patterns in the obstacles or difficulties you've encountered in your career?

Once you acknowledge and perfectly understand your weaknesses, there are no "unknowns" anymore!

It is essential to own up to what you are less good at and have strategies to overcome them. If you don't, they will surely trip you up!

Identify your PURPOSE

We have had a lot of zoom-ins. Let's take a zoom-out view and try to visualise together.

Ask yourself - "What is my purpose in this new role?"

Make sure that your purpose is not tied to a specific project or outcome.

A KPI is not a 'purpose'!

The bigger picture, the higher objective, and the deeper "why" behind your desire to lead.

It could be making a difference in your organisation, driving innovation in your industry, nurturing a new generation of tech professionals, or something else altogether.

This is your North Star and will serve you well when the going gets tough. Which it will!

Ask yourself

• What is next for you after this? Where do you want to end up!

• What are your long-term goals for your team and organisation? (Totally okay if you don't have any. An absence means a clean slate and lots to play and learn!)

• What excites you the most about being a leader? (you can ask yourself this question 3 months later if you are still trying to go to the right floor in the morning!)

Overwhelmed? - How to plan?

It would help if you had a plan. A clear strategy that is aligned to outcomes (and not outputs).

Once you have learned enough about where you are, why you are there and what you have in your arsenal, it is time to get going.

Create a RoadMap - For the First Week, First Month, and First Three Months

A roadmap makes the merry-go-round in this case. It provides direction, clarifies expectations, and sets benchmarks for your progress.

You are able to take one step at a time while keeping the bigger picture in sight too.

Need help? Here is a breakdown of what it could look like.

First week:

• Get to know everyone. If the team is small, set up individual interviews. Ask everyone about their pets and whether they think man landed on the Moon. They would tell you their fears and aspirations somewhere between this talk. A smart leader always keeps them in mind!
  

• Take a walk back in time: Find someone with a good memory of what happened, when, and why. Ask that person to walk you backwards through key projects and initiatives.
  

• Journal: Yes, I know it is cliche! But write down everything you have learnt in a diary. Afterwards, write your strengths and weaknesses across it and boom! You know what your team can or can't do, what your team wants to do.

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First Month:

• Be the first responder. Take an interest in what's happening and ask people, "What is the nastiest issue troubling you right now. I will help you fix it!". Unless someone says they don't like the ceiling height, you are good to go.
  

• Find quick wins: Use your knowledge from the walk back in time. This should help you identify projects that need a little 'nudge' to be called a success.
  

• Get feedback: Once you understand the workflows, ask the team, "What is your bigger blocker?". Do your best to remove them!
  

• Develop cadences: "Friday is the day everyone buys their favourite teammate a doughnut". "Tuesdays are when you can walk into my office and share any ideas!" Develop such cadences to make it all free-flowing and smooth.

First three months:

Three months is quite a lot of time.

Wright Brothers took 3 months to design the first successful aeroplane.

With a clear vision, careful planning, and dedicated effort, achieving significant milestones within a short period is possible.

It is time to look back and see what has happened in the last 3 months.

Is this something that is aligned with your team's strengths as a whole?

Review everything that has happened, cut the dead weights, look for high-performing opportunities, tweak your long-term plans if required and ask everyone for feedback!

Out of control? How to build a high-performing team?

Teams consist of humans. We all have weaknesses, grudges, annoyances and yet key strengths to overcome them all.

As a leader, all you have to do is ensure they all fit in nicely and tight!

Let the team see the real you!

Gather everyone for a quick chat asap in your early days. The team needs to know there is a person behind the reins. Share one strength, one weakness and one fun fact to ease it all.

This establishes trust, builds respect and opens any clogged communication channels that might kill progress.

Identify your AMBITION for the team.

Although you still need detailed action plans you can share as vision and ambitions for the team, paint a picture of what it will be like working under your leadership. Emphasis your care for their well-being and shared ambition for success.

Tell the team what you exactly want.

Are you promised a promotion if the team does X? Tell them!

Then talk about what you have envisioned for them. It can be public or private (I prefer public!)

"Ian, I want you to slowly progress and evolve into a lead designer role."

The ambitions can be something other than work-related. They should just be centred around them!

STEP into the shoes of the team members.

Take time to reflect on the perspective of team members under your new leadership.

Think of what motivates them, what blocks them, and where they see themselves in the near and distant future?

Who was the previous leader? Their approach? Under what circumstances did they leave? Is there someone in the team who wanted/expected to get the leader's job?

By gaining insights from their point of view, I promise that you will be able to communicate more effectively, show empathy, and make better-informed decisions.

COMMUNICATION is PARAMOUNT

People are nervous about change. They will fill in any gaps that you leave open.

I cannot emphasise enough the importance of communication.

Update the team regularly. Update them on progress, decisions, expectations, and what you still need to decide. Be transparent with communication and the process of when and how they will be updated.

Crucially, be available and foster an open environment where counter-views and dialogue are welcome.

Over-communicate if you have to. Just don't leave any loose threads that could stir any confusion.

It can be lonely at the top!

Promotion means a change in the people around you. Jane, you met on coffee breaks is not there any more. Neither is Justin, who you saw every day on the copying machine.

It can quickly get lonely with all these new faces as you try settling into your new role.

You probably wouldn't have any peers to chat with through lunch breaks, share frustrations, or bounce ideas off.

Here is how you can navigate that.

Identify your CORE team:

Surround yourself with a few trusted people who will help you drive the agenda and break down roadblocks. These people should be reliable and have diverse skills and perspectives.

You can easily find these people from within your teams or closely related teams. The key is to end up with a nice mix of people who are smart and creative and people who are analytical and process-oriented.

Get a MENTOR within the company:

This is really important.

Someone who can tell you 'how we do it around here', someone who has 'been there before' and will open doors for you and guide you. If it is a totally new company, it is even more important.

My best bet will always be on the guy who moved a ladder up as you replaced them in their roles. They can put themselves where you are and offer the right advice.

Find a CONFIDANT externally.

Someone you can go to in confidence. A safe place to bounce ideas around to help you form your thinking - that would be inappropriate at this stage internally.

Someone to go to when you have had a bad day - who will help dust you down and set you off again on a positive trajectory.

This could be a professional coach/mentor or a trusted, experienced person in your network, such as a friend/relative/former colleague.

The goal is to find someone who can look at everything with a bird's eye view and then offer your advice or even just an ear without any bias.

Preserving your good reputation….

The last thing you want to do is blow the good reputation you have built over the years. You need good plans to get through the early days, but it's not just about plans and action. It's about being at your best and showing up in a good state.

Even if the situation is seemingly out of control, the way you handle it is what people will always remember.

Manage your confidence

Even the most confident people have self-doubt and negative thoughts - and as a new leader - you may be partially susceptible to these inner critics. So it's crucial to equip yourself with tools and strategies to keep these beliefs in check and to keep your confidence and self-belief high.

Manage your energy

Taking care of your physical and mental well-being is vital to be sustainable as an effective leader.

It's too easy to fall into the trap of skipping meals, neglecting exercise and worrying the night away.

Your energy levels directly impact your ability to lead effectively. Prioritise self-care by maintaining a healthy lifestyle, including proper nutrition, hydration, and exercise. Pay attention to your sleep; rest is essential for mental clarity and overall well-being. If sleep is a struggle, find effective strategies.

Remember, to lead others, you must first take care of yourself. Others depend on you. And it sets a good example for others.

Create a Self-Development Plan - and prioritise following it.

You have much to learn, and you want to improve yourself - not only so you can do this job - but also so you are ready for the next.

So often, new leaders ignore their own learning and development - only for it to come back and bite them later.

A better route is to set an example that self-development is important and to role model yourself as an example for your team.

So, in summary

Stepping into a new leadership role can be both exhilarating and challenging.

The journey from feeling like an imposter to becoming a confident and respected leader requires perseverance, self-reflection, and a commitment to growth.

By embracing proven strategies, honing your skills, and cultivating a strong support network, you can navigate the complexities of leadership with grace and poise. Remember, it's not just about achieving success in your role; it's about embodying authenticity, inspiring others, and leaving a lasting positive impact.

Have any burning questions or need some hard-learned advice? Shoot me a DM, or comment!