Good technical experts often ascend quickly in their career and soon find themselves in a leadership position. Often nobody’s told them what a leader actually is and does in a practical, meaningful way. I’m talking about a leader in the context of an organisation. In this context, a leader is somebody who makes change and gets things done with, and through people.
Expertise matters for sure, and results matter too. But that will only get your career so far. Once you’re in a leadership role you need an additional set of skills (often called ‘soft skills’). Soft skills are housed in a container called relationships which are held together by communication. Most of your success as a leader is achieved through relationships and communication.
By contrast, becoming a technical expert is relatively easy. In the technical domain, the world is far more black and white. People are complex and sometimes difficult. All the people you manage, all your colleagues, stakeholders, suppliers and partners. All complex and difficult. And guess what, you are too! We all are.
This transition requires you to let go of the safety net and recognition associated with technical expertise, albeit to some extent. Embracing the complexity and nuances of human interactions becomes imperative. The silver lining lies in the fact that soft skills are learnable. They are not innate but rather learned and honed over time. Leadership, therefore, becomes a journey of growth and self-discovery that can enrich your career trajectory indefinitely.
If you were to survey employees in any organisation about its greatest challenge, the resounding response would likely be communication. Indeed, effective communication stands as the cornerstone of impactful leadership. Conversely, when leaders falter in this aspect, it becomes a bottleneck for organisational progress.
From an organisational standpoint, effective communication acts as the accelerator propelling the business forward. Conversely, inadequate communication functions as brakes, impeding momentum and hindering progress. Strained relationships and communication barriers are the enemy to organisational success.
As a leader, learner and executive coach of more than 20 years, I’ve noticed a repeating pattern at the expert to leader transition. I’ve noticed that people who have been newly promoted to a leadership role exclaim; “I had no idea.” They go on to say that they used to look at leaders and wonder what they did all day. And now in a leadership role themselves, they feel the weight of responsibility, decision making and the number (and combination) of conversations up, down and across the business.
When it comes to building relationships and communicating effectively as a leader, what most gets in the way for you?
Don't know what to do?
Don’t know how to do it?
Waiting for permission?
Triggered by deeper fears?
Understanding these challenges is the first step towards overcoming them. Seeking guidance and support to navigate this transitional phase can prove invaluable in unlocking your full potential as a leader.
In essence, the journey from expert to leader is not merely a shift in responsibilities but a profound transformation requiring introspection, adaptability, and a commitment to continuous growth. By embracing the complexities of human interactions and investing in the development of soft skills, you embark on a journey of growth that transcends career boundaries. This kind of development leaves a lasting impact on organisations and communities alike. It transforms leaders and lives.
Matt helps leaders and teams develop their mindset and resourcefulness so they can relate productively, communicate effectively, and navigate challenge, change and complexity with confidence.
Through coaching and training, he empowers leaders with better choices and more options for progress - building better leadership from the inside out.
Curious what that could look like for you or your organisation? Let’s talk.