It was a Thursday afternoon, and I used to be looking at my calendar, realizing I hadn’t performed any hands-on work all week. I used to be feeling defeated, it felt like all I did now was speak.
As a newly promoted chief, I used to be scuffling with the transition from being a excessive performing particular person to managing a group of individuals. The abilities that had made me profitable to date weren’t translating nicely into my new function, and I used to be feeling misplaced.
My days was once crammed with actual accomplishments: fixing issues, finishing tasks, and driving outcomes.
Now, I used to be spending most of my time in conferences, mentoring group 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 state of affairs 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 staff 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 right way to assist information me by means of this transition. He let me in on the soiled little…
