The 3 leadership shifts
A client who had just been promoted to lead a team for the first time asked me recently "How do I know I’m actually growing as a leader, that I’m on the right track?"
I loved that question because it reveals the vulnerability, the desire to grow, the fear that comes with anything new.
There are several questions underneath that question.
… Am I going to be ok?
… Am I going to be able to do a good job and not disappoint people who trust me?
… Am I going to know when I’m off track?
And these questions come up any time you step into more visibility, take on new or bigger responsibilities of any kind.
Other than receiving feedback, it isn't always clear how well you’re doing, which naturally leads to self-doubt.
It’s hard to measure your own growth when you're in the middle of it.
For those transitioning to a team leader role, there are certain milestones that point to your progress.
And I feel these within myself too, they apply just as much to moving from employee mentality to founder/entrepreneur.
Shift One: From proving your value through executing, to creating impact through others
Early in a new role, the instinct is to keep doing. To stay close to the work. To solve the problem yourself because you can see exactly how it should be done.
40% of new managers fail within their first 18 months. Paradoxically, the skills that got you here are now limiting you.
It's hard to let go of what you're best at. But your job is no longer to do the work. It's toguide others todo it, even when you could do it better yourself.
Shift Two: From measuring yourself against others, to noticing how far you've come
We’ve been conditioned to compare ourselves with others, so no wonder we all do it.
It’s a habit that not only hurts your confidence, but it also distracts you.
And it spikes at the worst possible moment. Research shows imposter syndrome hits hardest right after promotion, when authority expands and the stakes rise.
The shift is when you stop asking "am I as far along as this person is?" and start asking "am I further along than I was a month ago?"
Shift Three: From keeping the peace, to telling the truth
New leaders avoid difficult conversations. Because they care too much about how they'll be received, and not enough yet about what their team actually needs.
In Start With Yourself , Emma Grede says: “Say what's on your mind to people asking for feedback or advice. You don't do them a service by trying to save their feelings.”
The research backs it up. 92% of managers believe they give effective feedback. Only 54% of their employees agree.
Here's what avoidance looks like in practice: the performance issue you keep meaning to address. The dynamic on the team you're hoping resolves itself. The feedback you softened so much it didn't land.
The person who tells you the truth about your unique strengths and where you have your biggest opportunity to grow is the one will be grateful to years later, because they will speed up your growth. Be that person for others.
None of these shifts happen over night.
I still feel them in my own work sometimes, and I’ve been working on it actively. With practice, they do get much easier to catch and release.
Which of these shifts are you experiencing now? I’d love to hear, just reply in comments and let’s connect.
Have a great weekend!
XO
Ramona
P.S. If any of these shifts are alive for you right now, that's exactly the work I do with private clients. I'm opening 3 spots for the second half of this year. A one-off Clarity Session is a great place to start. Grab a time HERE.
