High-performing individuals find themselves in a position where their performance in a function, with skill and diligence, gains them a promotion to oversee others, often in the same role they served with distinction.
It may all seem familiar since this is what you are good at, but you are no longer required to fulfill the function. However, we want to hold onto that role since we liked the work; we were successful and gained recognition.
We have to perform a new function: one devoid of the day-to-day role we excel in and instead requires us to lead others. Soon we realize that what got us here will not get us there, the new responsibility.
When we move from a functional role to management and leadership, we should appreciate that the skills we performed before are no longer valued. For us to excel, we’ll be required to get others to grow and become even better than we were in your previous role.
It may seem simple, yet anyone who makes this transition will suggest otherwise. The sooner we accept the change required, the more likely we are to be successful in helping those who we lead become successful.
