Career Challenge Management Techniques

Becoming a manager is a difficult transition for many. Being an individual contributor is one thing. Managing others is another. And embracing the latter doesn’t come naturally to people who were promoted precisely because they were exceptional at focusing on their own work. But there’s something even harder, from my perspective: When you become a manager, you do not stop being an individual contributor. You’re still accountable for outcomes. If the team misses, it’s on you. If something ships poorly, it’s on you. Your deliverable is the result and no longer just “the work.” That’s uncomfortable because the skill that made you successful as an individual contributor was CONTROL. You knew how to make things good, you knew how to fix them, you knew how to push something over the line. Now someone else is doing the work, and you’re still accountable. That tension, between giving up control while keeping accountability, is where many new managers tend to struggle. As I’ve learned from coaching conversations, many don’t let go because they tell themselves they’re being responsible. But often, they’re just afraid to let the outcome exist without their fingerprints on it. As one manager once told me, “You need to stop measuring your value by what you personally produce and start measuring your value by what your team can produce without you. Though that feels like loss at first, it isn’t." Your job is no longer to be the hero who saves the project. Your job is to build an environment where the project doesn’t need saving. If you’re in this transition, here are three practical steps to take that helped new managers I worked with: 1. Move from output accountability to standard accountability. Don’t be the person who fixes the final product. Be the person who defines what “good” means. Set clear non-negotiables. Create a quality bar. Review against standards, not against how you would have done it. 2. Use the 70% rule. If someone can do it 70% as well as you, delegate it. Spend your energy on the first 10-15% (direction, constraints) and the last 10-15% (final judgment). Let the team own the messy middle. 3. Separate maker time from manager time. Stop trying to context-switch all day, if possible. Protect deep-work blocks for individual contributor accountability. Cluster meetings and coaching into dedicated windows. None of this removes accountability: it just shifts where you apply it. From doing the work to designing the system that makes the work excellent. #managing #learning #leadership #control PS: I do like 2x2s... so, here is another one I use with managers. It is often very revealing to find out in which quadrant we spend most of our time at work.

A £120k HR Director I worked with last year took a 14-month career break to care for her mother. When she returned to the job market, she applied for 23 roles at or below her previous level. She received 4 interviews. She was told in two of them that her 'gap' was a concern. 14 months. Not 5 years. Not a decade. 14 months, caring for a parent, and it was enough for panels to question her 'commitment' and 'currency.' I have worked with returners throughout my career. The pattern is consistent: the career break itself is rarely the issue. The issue is how panels interpret it when they see it on a CV. ❌ Listing a career break as a gap on your CV with no context. ✅ Frame the break as a deliberate decision. '2024-2025: Career break, full-time carer for a family member. During this period, I maintained my CIPD membership, completed a Level 7 module in Employment Law, and consulted informally with two former colleagues on restructuring projects.' The break should read as a chapter, not a gap. ❌ Apologising for the break in interviews. 'I know I've been out of the market...' ✅ Own it without apology. 'I made a decision to prioritise family care for 14 months. During that time, I stayed connected to the profession through [specific activities]. I am returning because I am ready to lead at this level again, and this role aligns with where I want to take my career.' ❌ Accepting a significant salary downgrade as 'the cost of coming back.' ✅ Benchmark your market value using current data, not guilt. 14 months out of a 20-year career does not reduce your worth by 25%. If a company offers £90k for a role worth £120k because you have a gap, that is not a reasonable adjustment. It is an exploitation of your perceived vulnerability. I call this The Return Penalty: the informal devaluation that happens when a career break is treated as evidence of reduced capability rather than evidence of a life lived outside work. Here is the follow-up question most companies cannot answer: if your organisation genuinely supports returners, how many of your hires in the last 12 months had career gaps of more than 12 months? If the answer is zero, the policy is not the problem. The process is. Have you experienced the return penalty? Or have you been on a panel where a career break changed the way you assessed a candidate?

The skills that make someone an exceptional individual contributor often become limitations in senior leadership. Consider Sarah (composite of many real examples): - Crushes every metric - Works longest hours - Knows every answer - Solves every problem personally - Team depends on her for everything Passed over for VP multiple times. Here's the pattern I've observed: High Performers Often: - Execute personally - Protect their expertise - Measure effort - Create dependency - Focus on tasks High Leaders Typically: - Execute through others - Share knowledge freely - Measure outcomes - Create capability - Focus on people The coaching insight we shared that changed everything for Sarah's trajectory: "What if you stopped being the best player and started being the coach?" Her shift over 6 months: - Delegated strategically - Developed team capabilities - Led cross-functional initiatives - Focused on multiplying impact The result: Finally promoted to VP. This is much easier said, than done. While the specific actions are easy. Internal beliefs, patterns, habits, routine and skills are much harder to change. A step-by-step approach with proactive coaching every step of the way, Made this change possible. The uncomfortable truth I share with clients: If you're the hardest worker on your team, you might not be ready for executive leadership. Leaders create capacity. They don't just consume it. What's your experience with this transition? #Leadership #ExecutiveDevelopment #ManagementInsights #CareerGrowth

Some observations on ICs transitioning to managers during periods of rapid growth (we're going through this at Leland and I've seen it a few other times): When someone becomes a manager, their job shifts from maximizing their own output to maximizing their team's output. If they’ve done it well, their direct reports own specific outcomes and can execute without the manager's constant involvement. This is the hinge point that determines whether someone becomes a 10x manager or a worthless middle manager. 10x managers... - Keep their feet on the gas at all times - Zoom out to ensure the team is rowing in the right direction - Zoom in to make individuals more effective - Take on high-leverage projects that only they can do - Are a player-coach that is actively involved and fills in gaps where needed - Take full accountability for results, but help their team feel empowered to own their specific outputs - Build and lead winning teams Bad managers... - Slow their pace down because they believe their job is to delegate - Tell their teams to figure out what they should do with minimal support - Fill their time with meetings to feel busy - Confuse ownership of execution with ownership of results (they may not be executing, but they definitely still own the results) - Blame their team when things don't go well - Are above rolling up their sleeves and filling in when their team needs added bandwidth - Measure their success by the size of their team, not by the impact - Worry more about managing up than building a winning team Ultimately, these people become a worthless layer of management. And unfortunately, that layer can actually be 2-6 layers depending on the size of company. If you are a manager: DO NOT fall asleep at the wheel. You may not be executing directly on everything, but you are still responsible for the success of everything. Use your new capacity to increase team leverage and lead at a higher level. If you've navigated this transition or seen others navigate this transition well, I’d love to hear what you’ve seen work best.

WHAT happens when you become your mates' manager? You have shared the highs and lows that life can throw at you, revealed gripes about the boss and even enjoyed one too many Friday night drinks together. That was then – but now you are the boss and everything feels less casual and a whole lot more complicated. Making the move from mate to manager can be one of the most uncomfortable shifts in any workplace. One day you are cracking jokes with the work crew and the next you are cracking the whip, which means some things have to change quite dramatically. The casual, easy-going friendships built over time often change or cool off once you are seen as “management”. Boundaries become blurred when it is difficult to know where mateship ends and management begins, especially when you are still part of the group chat of the “in-crowd” or turning up to pub nights. Old friendships can give rise to perceptions of favouritism, even when you are bending over backwards to be fair. And finding yourself suddenly in a position of authority over former equals can make giving feedback or direction feel awkward and unnatural. The fear of being disliked can also creep in, leading to delayed decisions, weakened authority and inconsistency in how you lead. But perhaps even more difficult to manage is the emotional guilt that sometimes accompanies tough calls with work mates. It is also challenging to see social dynamics shift overnight. Some newly appointed managers find themselves quietly cut from catch-ups or team lunches. The shift from buddy to boss is all about striking the right balance between preserving relationships and producing results. This is rarely an easy line to walk though there are practical steps that can help the transition. It starts with letting colleagues know the dynamic has changed, rather than pretending everything is the same. Kicking things off early by laying out goals, expectations and how you plan to work with others is as important as treating everyone with the same level of respect and fairness, no matter your history with them. Leading by example helps to set standards for other to see – turn up on time, follow through with decisions and show integrity in everything you do. It is also important to stay approachable, listen carefully and give people the space to speak up without fear. You will also want to avoid dodging difficult conversations. When performance dips or behaviour crosses the line, it is tempting to delay action in the name of preserving peace – though this only undermines your credibility. Above all it is important to accept that some relationships will shift and focus less on being liked and more on being respected. While the drinks invites might be fewer and the banter more careful, the satisfaction of leading well is its own reward. #mates #management #humanresources #hr #aimwa Cartoon used under licence: Cartoon Stock

“So… what did you do during that gap in your career?” There it is. The question that makes stomachs tighten, palms sweat. The question that makes too many talented people shrink in their seats instead of standing tall. But what if that gap was actually your superpower? I see this all the time - career breaks become something to explain away, a quiet apology in the resume. But here’s what I’ve learned—those gaps? They’re full of stories, growth, and resilience. And how you tell that story changes everything. Here’s how to take control of the narrative: 👉 Family Care "I stepped away to care for my family, which deepened my skills in time management, problem-solving, and navigating high-stakes situations—essential for leadership and collaboration. In this role, I learned to balance priorities under pressure, a skill that directly applies to [specific job role/company].” 👉 Health & Well-being “I took time to prioritize my health, which taught me the importance of resilience and sustainable work habits. Now, I bring a renewed energy and focus to [company], ready to contribute with clarity and purpose.” 👉 Education & Upskilling "During my break, I pursued [specific skill/qualification], strengthening my ability to [relevant job function]. This investment in growth ensures I stay ahead of industry trends, bringing fresh expertise to [company]." 👉 Burnout Recovery “I recognized the signs of burnout and made a choice to step back, recalibrate, and return stronger. This experience has given me a deeper understanding of workplace well-being, making me a more effective leader and contributor to [company’s] culture.” 👉 Passion Projects & Exploration “I used this time to immerse myself in [personal project/travel/volunteering], which expanded my perspective and sharpened skills in [creativity, cultural awareness, adaptability]. This ability to think differently and problem-solve is an asset for [company].” 👉 Career Redirection “This pause led me to a powerful realization: my true passion lies in [new industry/role]. I invested in developing [new skills] and am now equipped to bring fresh insights and energy to [company].” A career break isn’t a gap—it’s a chapter. And when you own that chapter, others will listen. How have you reframed your career break story? Let’s normalize these conversations. TYFU Leah-Brooke Mano

In 2013-2014, I took a 2-year break and traveled to 30 countries with my wife. Everyone told me it would kill my decade-long tech career. But they were wrong. Recruiters don’t reject you because of a career break. They reject you because your resume makes it look like you disappeared. If your break looks like a blank space, they assume you stopped growing. That’s the real problem. The key is to show how you used that time to keep learning and building transferable skills. Here’s how you can make the career break work in your favor: → Document continuous learning. Did you complete certifications, attend workshops, or take online courses during your break? Put it under a section called “Professional Development.” It shows you stayed connected to your craft. → Highlight projects or freelance work. Even small consulting gigs, side projects, or volunteering count. Write them like a role: achievements, outcomes, skills used. → Reframe personal experiences into strengths. In my case, 2 years of international travel taught me problem-solving, adaptability, and navigating ambiguity, all core skills for product leadership. If your break was for caregiving, relocation, or health, show the resilience and discipline you gained. → Practice your narrative. In interviews, don’t sound apologetic. Own it. Say: “I took a planned break, and here’s how I used that time to grow and prepare for my next role.” Confidence shifts how panels perceive the gap. When I moved to Australia after my break, I struggled at first with 800+ applications and countless rejections. But once I learned how to tell my story and show the growth behind the gap, everything changed. A career break doesn’t end your career. Making it look like wasted time does. P.S. If you feel your career break is the reason you are not getting interviews, DM me. I’ll show you how to reframe it on your resume and in interviews, so it becomes proof of growth, and not a red flag.

If you took a break to travel or serve a social cause, flaunt it. Don't hide it in an interview. Even until some time ago, any gap in your resume used to be a red flag. You need continuous employment, or you're apparently "less committed." - So candidates hide breaks - Often fudge dates - Cover up gaps with vague language But when it comes to career breaks, many hiring managers increasingly value them if they're used meaningfully. Some examples: - Taking a year to travel and understand different cultures - Volunteering for social work or an NGO - Preparing for competitive exams (UPSC, etc.) - Taking care of family during a difficult period - Starting a side project or learning new skills Travel teaches adaptability. Social work teaches empathy. Exam prep teaches discipline. All of these make you better at your job. "This person took a year off to backpack across Southeast Asia? Maybe he'll help set up our first overseas office." "They spent 6 months volunteering to teach kids in rural areas? Beyond just career advancement." "They took 2 years to prepare for civil services? Serious commitment and focus." The only caveat is it needs to be genuine. If you took a break just because you were burned out and did nothing, be honest about that too. "I was burned out from my last role and took time to reset mentally" is better than making up a fake project any day. For women especially, career breaks for childcare are normal and valuable. Raising kids teaches patience, multitasking, crisis management, and negotiation. All of which are useful in any job. Companies that penalize candidates for taking such breaks are short-sighted and will more likely than not lose out on top talent. You have one life. If you need to take a break to pursue something meaningful, do it. You'll always find a job when you're ready to come back. The companies worth working for will understand. The ones that don't aren't worth your time anyway.

👩💼 Advice for new managers 👨💼 The hardest career transition for me was going from an individual contributor to a manager. Especially for high performing folks who transition to the manager role, switching gears from it being all about your own output to that of growing and scaling your team is a massive switch. Here's some traps I've seen... 😬 Trying to continue to do everything yourself - the common reaction for new managers is to just keep on taking on all the work and problems yourself. This gets old real fast - you burn out, your team gets pissed off, things start dropping. Your default question should be who on the team can take this on? 🙊 Making everyone do it the way you would do it - when delegating work, there's a reflex to tell everyone how exactly you'd do it. And maybe sometimes you already know how to get something done. That doesn't mean the people on your team need you to tell them how to solve a problem. Being open to letting people address challenges in their own way helps them grow, brings diversity of thought into the team, and frees you up for other work. 👺 Acting as the dreaded micromanager - new managers reflex is almost always to ask their team to report every little detail, join every meeting their team joins, set up meetings before the meetings to review presentations. The reason you have a team is so that you can scale. Trust your team members to do the right things, set up checkpoints along the way to help guide them, and then get out of their way. 🎤 Being the star of the show - as a manager, it's no longer about you. It's about your team. Making sure they get the space to present, be the decision makers, be the face of a project is critical for their growth and for your team's ability to scale. New managers often don't realize that if folks on your team do well, that's good for you as a manager - it doesn't take away from you! ❓ Not spending time coaching and talking career - having a supportive manager is critical to your career. Spending time with your reports learning about what they want to do in their career, coaching them by asking them lots of questions, and setting them up with the right opportunities is core to the job as a manager. It's so rewarding for me to coach new managers because I always remember how exhausting that first year felt for me. The thing I always tell people is to think about what they want (or don't want) in a manager and do that!

𝐘𝐨𝐮 𝐩𝐫𝐨𝐦𝐨𝐭𝐞𝐝 𝐲𝐨𝐮𝐫 𝐛𝐞𝐬𝐭 𝐬𝐚𝐥𝐞𝐬𝐩𝐞𝐫𝐬𝐨𝐧 𝐭𝐨 𝐬𝐚𝐥𝐞𝐬 𝐦𝐚𝐧𝐚𝐠𝐞𝐫. 𝐒𝐢𝐱 𝐦𝐨𝐧𝐭𝐡𝐬 𝐥𝐚𝐭𝐞𝐫, 𝐭𝐡𝐞𝐲'𝐫𝐞 𝐬𝐭𝐫𝐮𝐠𝐠𝐥𝐢𝐧𝐠 𝐚𝐧𝐝 𝐲𝐨𝐮'𝐫𝐞 𝐰𝐨𝐧𝐝𝐞𝐫𝐢𝐧𝐠 𝐰𝐡𝐚𝐭 𝐰𝐞𝐧𝐭 𝐰𝐫𝐨𝐧𝐠. This happens everywhere…we take our best individual contributors and promote them into #management roles. The assumption being, if you're good at doing the work, you'll be good at leading people who do the work. Unfortunately that's not how it works. Being excellent at your job and being excellent at leading others are completely different skill sets. The best engineer doesn't automatically become the best engineering manager. The best teacher doesn't automatically become the best principal. The best accountant doesn't automatically become the best finance director. Yet we often promote people into #leadership based on technical excellence, then wonder why they struggle. What makes someone great at their individual role is their deep expertise and focus. That is the ability to EXECUTE flawlessly and work independently without needing much direction. On the other hand, what makes someone great at leading others, is the ability to DEVELOP people, give feedback, navigate conflict and build teams. Basically, being a coach rather than doing and letting go of being the expert. These are fundamentally different. So, we end up with leaders who: • Micromanage because they can't let go of doing the work themselves. • Struggle to delegate because "it's faster if I just do it." • Get frustrated when their team doesn't work exactly like they did. • Measure success by their own output instead of their team's growth. • And slowly burn out trying to do both the work and lead the team. → If you're promoting someone into #leadership, the question you should ask isn't just "are they good at their job?" It's "do they want to develop people? Do they have the patience to coach? Can they let go of being the expert?" Because promoting your best individual contributor might mean losing them twice: once from their role, and again when they fail at leadership. Have you seen this happen at your organization? What did you learn? #HumanizedLeadership The Leadership Group Limited (K)