7
OPINION
From contributor to people leader
The transition from being an individual contributor to a people leader is a significant milestone in a professional’s career – but it can also come with many challenges.
T he transition from being an individual contributor to a people leader is a significant milestone in a professional’s career but can also come with many challenges that people struggle to adapt to. This career progression requires not only a shift in priorities but also a transformation in mindset and skills. Despite the advancement with respect to one’s title, many managers find this transition challenging.
John Butt, MBA
Here are some of the specific challenges many managers face during this transformation:
fail to delegate effectively, they risk becoming overwhelmed with tasks that could be handled by others. Not only can this lead to burnout, but it also fails to develop team members in the process. Effective delegation is not limited to assigning tasks but also requires the necessary support and resources to enable success. Every instance of delegation is an opportunity for managers and direct reports to develop mutual trust. It is critical for new managers to understand delegation is not a sign of weakness, but a strategic move to enhance overall team performance.
Failing to delegate effectively. Failing to delegate is one of the most common derailers for new managers. Often, strong technical acumen is what led individual contributors to rise to the managerial level. This often leads to believing it would be easier or faster for them to perform a task than to delegate it and train someone new. It is not only viewed from an efficiency lens, but they take pride in their work and may find it difficult to trust others with important tasks. This reluctance to delegate can stem from a desire to maintain control or a lack of confidence in the abilities of team members. When managers
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See JOHN BUTT, page 8
THE ZWEIG LETTER DECEMBER 30, 2024, ISSUE 1566
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