Suddenly a Leader – Is Everything Really Different Now?
In my view, to be truly effective as a leader requires a profound transformation—one that goes far beyond learning new management techniques and must occur both intellectually and emotionally. And this transformation is not a sprint but a marathon—it often takes several years.
I vividly remember one oppressively hot Tuesday afternoon when I met with my coachee Alice. In her early thirties and freshly promoted to a leadership role, she radiated energy and drive. Yet at the same time, the emotional rollercoaster of recent weeks was palpable: the euphoric joy of recognition and a new position mingled with tangible uncertainty about her sudden, wide-ranging responsibilities. Like so many before her, Alice had landed in the often unclear, complex waters of leadership.
She had, as is common in many companies, completed a training course for new leaders. But as she told me, it barely prepared her for what she now faced every day. “This is completely new territory for me,” she said. “Before, I knew my tasks, my goals, my KPIs. I knew exactly what was expected of me and how to measure success. Now I almost drown in the sheer number of topics, requests, and responsibilities. I often miss a clear direction—a red thread.”
From Expert to Enabler: A Fundamental Role Change
As an employee without managerial responsibility, one typically works with clearly defined expectations and deliverables. But the higher you climb, the blurrier things become—as Alice quickly discovered. Suddenly, instead of focusing mainly on her own tasks, she had to focus on people. First she needed to understand the new requirements of her changed role.
This paradigm shift unfolds on several levels simultaneously:
1. From self-effectiveness to effectiveness through others
As a specialist, Alice was used to working hands-on and controlling outcomes. Her successes were tied directly to her own effort. Now she must learn that her success depends on how well she can enable others to deliver their best work.
“I caught myself yesterday taking the keyboard out of a team member’s hands to show how something is done,” she admitted. “When I saw his face, I realized I was disempowering him instead of empowering him.”
Leadership expert Michael Watkins calls this one of the most critical transitions: from the identity of a doer to the identity of a leader—a shift requiring not just new skills but a fundamental redefinition of professional identity.
2. From predictability to complexity
Another challenge for Alice was the unpredictability of her new position. “Before, I could plan my day and knew what I’d accomplish by evening,” she said. “Now I start with a to-do list and end up dealing with unexpected crises or impromptu team conversations instead.”
The Center for Creative Leadership reports that managers spend on average only nine minutes on a task before being interrupted—a dramatic change for someone used to hours of focused, specialist work.
Use Your Expertise as a “Bullshit Detector”
The move into leadership is a giant leap and must not be underestimated. Effectiveness requires deep transformation, both intellectually and emotionally. From my experience, it takes years to truly mature into a leadership identity. Importantly, you should retain your specialist expertise—but use it differently. Ideally, it serves as a reliable “bullshit detector,” helping you spot inaccuracies and issues and ask the right questions.
Many new leaders risk falling into a trap: full of energy, they dive into details and revert to their specialist mindset. But with promotion, both tasks and time use must change. Instead of perfecting personal output, leaders must understand behavior and the needs of diverse individuals.
The Four Phases of Leadership Transformation
In my coaching practice, I often see new leaders progress through four typical phases—each with its own challenges and insights:
Phase 1: Euphoria – “I’ll do everything better.”
Excitement dominates. New leaders often carry a long mental list of improvements. While energizing, this can lead to rushed changes and unrealistic expectations.
Phase 2: Disillusionment – “This is more complicated than I thought.”
Reality sets in. Planned successes stall and complexity overwhelms. Alice herself considered quitting. Fortunately, her company supported her with external coaching, and we established key conditions: at least 12 months of work, active involvement of her environment, and her own curiosity and readiness to change. This phase is critical—it determines whether the transition succeeds or fails.
Phase 3: Adjustment – “I’m finding my own way.”
Gradually, new routines and a personal leadership style emerge. Alice began blocking time for strategy, holding weekly 15-minute check-ins, and seeing real progress.
Phase 4: Integration – “Leadership is part of who I am.”
Eventually, leadership becomes second nature. The leader focuses on higher goals like developing people, innovation, and strategy.
Leaving Detail-Orientation Behind
Leadership demands smarter time management and prioritization. In coaching, Alice realized she couldn’t maintain full control without burning out. Practical exercises—like a delegation journal, weekly reflections, a peer sparring group, and leadership shadowing—helped her shift focus and grow.
The Emotional Journey of a Leader
What many leadership programs overlook is the emotional dimension:
- Loneliness: “I can’t share everything with my old peers anymore,” Alice noted.
- Fear of mistakes: “What if my decision hurts the whole team?”
- Need for recognition: Feedback becomes scarcer, forcing leaders to develop inner measures of success.
Management vs. Leadership
A key insight for Alice was distinguishing management (organizing and controlling processes—doing things right) from leadership (inspiring, setting vision—doing the right things).
Three Critical Competencies for New Leaders
- Self-management under pressure – managing both personal and team emotions.
- Complexity tolerance – navigating ambiguity and change.
- Relational intelligence – building deep, trust-based relationships.
Redefining Professional Identity
Perhaps the deepest shift is identity. “Who am I if I’m no longer the top expert?” Alice asked. True leadership success is measured in the growth and achievements of the team.
The Ongoing Journey
By accepting leadership as a continual developmental process, Alice found peace and confidence. Over 12 months, she moved from doubt to competence, learning that her true task is to create an environment where her team can excel.
From Specialist to Leader: Your Checklist
If you’re making the same transition, my book The Hero’s Journey of a Leader – How to Become the Best Version of Yourself as a Leader offers strategies, exercises, and reflection questions to help you build your own authentic leadership style.