This one hit home for sure! Believe most people transitioning from IC to a leadership role can relate to this.
That shift from doing to enabling is one of the trickiest transitions in leadership - not because the skills are harder, but because the identity shift can be uncomfortable. It's rarely something that you are prepared for or get trained in either.
You go from seeing your name in the commit history to seeing your fingerprints on someone else’s success. And that’s not easy for the ego to accept.
The moment you start measuring your impact by how much your team grows, not by how much you produce, everything changes.
Beautifully said: it’s not a sign of failure, it’s a sign of growth.
facts 👍
Similar experience on your side, mate?
Thanks for commenting.
This one hit home for sure! Believe most people transitioning from IC to a leadership role can relate to this.
That shift from doing to enabling is one of the trickiest transitions in leadership - not because the skills are harder, but because the identity shift can be uncomfortable. It's rarely something that you are prepared for or get trained in either.
You go from seeing your name in the commit history to seeing your fingerprints on someone else’s success. And that’s not easy for the ego to accept.
The moment you start measuring your impact by how much your team grows, not by how much you produce, everything changes.
Beautifully said: it’s not a sign of failure, it’s a sign of growth.