It was a Thursday afternoon, and I used to be looking at my calendar, realizing I hadn’t achieved any hands-on work all week. I used to be feeling defeated, it felt like all I did now was discuss.
As a newly promoted chief, I used to be scuffling with the transition from being a excessive performing particular person to managing a crew of individuals. The abilities that had made me profitable to this point weren’t translating nicely into my new function, and I used to be feeling misplaced.
My days was once stuffed with actual accomplishments: fixing issues, finishing tasks, and driving outcomes.
Now, I used to be spending most of my time in conferences, mentoring crew members, and aligning stakeholders throughout totally different departments. I didn’t really feel like I used to be doing something anymore and it was uncomfortable.
As I settled into this new actuality I began to see this situation play out with different leaders at our firm and even with purchasers. We take our greatest performers and promote them into management positions, assuming that what made them nice employees will naturally make them nice leaders. That’s sadly merely not true.
My boss was noticing me wrestle too, fortunately he’d seen this earlier than and he knew the way to assist information me by this transition. He let me in on the soiled little…
