I’ll never forget the time I finally transitioned from an individual contributor role to a leader for a big corporate company. It wasn’t my first “leader” title but it felt different since it wasn’t for a small company this time.
Prior to becoming a leader at this specific company I was an individual contributor for a short period of time and I did everything I could to ensure I was going above and beyond for our clients and building strong lasting relationships. I was excelling at my metrics and became the SME for the location I was at.
Stepping from the role of an individual contributor to a leader was an exciting career milestone. However, the transition comes with challenges that are often underestimated. The skills that made me successful as an individual performer didn’t always translate directly to leading people.
Unfortunately there wasn’t a lot of investment around developing young leaders to help ensure their success at this company. Which yes, meant I made mistakes along the way and had learned a lot from these mistakes and it allowed me to mold and shape what type of leader I truly wanted to be and my style of leadership. From that came a lot of success and other opportunities as well.
I want to share some points that I believe are critical in a transition from individual contributor to leader of people in hopes they may help others in their career journey!
1. Letting Go of Day-to-Day Work
One of the most significant challenges when transitioning into leadership is learning to let go of the tactical, hands-on work you were once responsible for. As an individual contributor, success was defined by completing your own tasks efficiently and excellently. But now, as a leader, your job is no longer about your own output—it’s about empowering your team to achieve their goals.
This shift was extremely challenging for me as I took pride in my expertise. It felt like a loss of identity and control. I did eventually learn that delegating effectively and trusting others to handle what you used to own is essential.
2. Developing People Skills
As an individual contributor, success often hinges on technical expertise, productivity, or individual results. However, as a leader, the ability to connect with and influence people becomes critical. Leadership is not just about setting tasks and monitoring progress; it’s about understanding the nuances of human motivation, conflict resolution, and team dynamics.
I’m going to be honest at first I found it hard to apply some of these soft skills. Such as giving constructive feedback, showing empathy and having patience.
I knew I could develop these skills because I was passionate about helping others achieve their goals, helping them develop their strengths and I knew I handled change management well and was able to influence my team.
But it all didn’t fall into place right away. This at times made it feel both rewarding and frustrating.
3. Balancing Team and Organizational Priorities
As an individual contributor, your focus was likely on your own performance and how it aligned with the team or organizational goals. But as a leader, you must balance the needs and ambitions of your team with the broader objectives of the organization. This can lead to situations where you need to make decisions that might not be popular with your team but are necessary for the greater good.
This balancing act can be difficult, especially when you’re caught between advocating for your team and supporting higher-level strategies that may not always align perfectly with their preferences or needs. Navigating these waters requires strong communication and transparency to ensure both your team and leadership are on the same page.
4. Learning to Influence Without Doing
When you’re used to getting things done yourself, it can be hard to adjust to a role where your job is to guide and influence rather than execute. Leaders who micromanage often fall into this trap, feeling that their way is the best way. However, micromanagement erodes trust and stifles team growth. Which is why even before going into leadership I wanted to make sure I tried to identified what I felt my leadership style would be. This led to mentor/coach as my main style over time.
A key skill to develop as a leader is learning how to motivate and inspire your team to take ownership of tasks, rather than constantly stepping in to make sure things are done “right.”
Shifting from direct control to indirect influence is a significant leap, and one that often requires a mindset change—one where success is measured by how well the team performs, not how perfectly you would have done the task yourself.
Which is why I always say “I am only as successful as my team”.
5. Adapting to a Long-Term Perspective
In individual contributor roles, success is often measured in short-term results. Whether it’s completing a project, hitting a sales target, or delivering a product, you’re used to working toward clear, tangible goals. However, leadership is more about long-term vision and sustainability. You may not see immediate results from your efforts, as leadership requires a focus on the development and long-term success of your team.
This shift can be challenging for leaders who are used to quick wins. Developing strategies that nurture growth over time, while resisting the temptation to expect instant outcomes, is a key part of the leadership journey.
6. Handling Accountability for the Team
Perhaps one of the toughest aspects of leadership is accepting responsibility not just for your own actions, but for the actions of your entire team. As an individual contributor, you’re only responsible for your own output. But as a leader, if your team fails to meet its objectives, it’s your responsibility. This can be daunting for new leaders, especially when dealing with underperforming employees or difficult situations.
Within my first few month of being a leader I unfortunately had to let someone go due to their performance. They had been on a performance plan prior to me becoming their leader and they were still not meeting expectations. This to say the least was tough but helped me build skills that I knew I would need.
7. Dealing with Isolation
Leadership can sometimes be lonely. As you rise through the ranks, the peer relationships that once provided camaraderie and support may shift. There’s a delicate balance between being friendly with your team and maintaining the professional boundaries needed to lead them effectively. This can be a big challenge for most. Luckily I did not struggle with that but what I did struggle with at the beginning was the responsibilities and pressures of leadership that created a sense of isolation, as the decisions we make may not always be fully understood or appreciated by those we lead.
So what I’m really saying is:
The transition from individual contributor to leader is filled with challenges that require a different set of skills and mindsets. While technical expertise may have gotten you the promotion, it’s people management, strategic thinking, and emotional intelligence that will define your success as a leader. Embracing these struggles and seeing them as growth opportunities will ultimately help you become a more effective and fulfilled leader.
Each of these challenges can be overcome with practice, reflection, and, perhaps most importantly, patience. Leadership is a journey, not a destination, and the skills you develop in this transition will shape not only your career but also the impact you have on those you lead.
What I think is most important and what I wish I really had when I started off was a mentor! In my opinion new leaders should find mentors, build relationships with other leaders, and create their own support systems outside of their immediate team.
I hope this is helpful to some!