Transitioning From IC To Manager
What got you here will not help you succeed at the next level
You’re killing it as an individual contributor (a.k.a. an “IC”).
You’re the go-to-person when your manager needs to get something done. There’s no task too big for you to handle, and not just handle—excel at.
You’re a top performer who wants to continue to grow in your career, so you’re rewarded with a managerial role. Fantastic, right?
Maybe … maybe not.
It never ceases to amaze me that we promote strong performers in one role to an entirely different role—often with no training—and expect equally great performance.
But what makes someone a terrific IC is not the same as what makes them a capable leader. In fact, quite the opposite.
So it’s not all that surprising when a good number of ICs struggle to make the transition.
Making the necessary shifts
Those ICs who effectively transition to leadership recognize the need to shift their mental model and behavior, from:
I and me → we. As an IC, it’s all about you and your body of work. You speak in terms of what you want, what you see or believe, and what you’ve done. As a manager, it’s not about you … at all. You succeed only through the work of others, and your language needs to change accordingly. Shifting from “I built” to “we built [the strategy, program, or product]” and from “I achieved” to “the team achieved [some amazing outcome]” not only reflects the reality of your role, it ensures your team feels recognized and valued for their efforts.
Doing it yourself → working through others. As a manager you must shift from player to coach—you are no longer shooting the basket or kicking the ball down the field directly, you’re coaching your team members to do it instead. Your role now is to look beyond any specific task, function, or role to see how all of these things fit together. Relying on others can feel challenging for ICs used to being the expert in the room, but continuing to stay too far “in the weeds” will not serve you well as a manager—it disempowers your team members and creates role confusion and churn on your team.
Not pulling punches → being mindful of what you say. As a high-performing IC you don’t shy away from offering your perspective, regularly and (sometimes) loudly, with or without being asked. You’re the expert in the room and you know it. As a manager, however, your words matter—by virtue of your position and level of authority, your perspective will carry more weight whether you want it to or not. You’ll want to be thoughtful about what you say and how and when you say it, as well as how your words and actions align (or don’t).
Driving the approach → directing the outcomes. When you’re doing the work, you get to decide how you do it. When you’re managing others, however, telling someone how to do their job will very quickly (and correctly) get you labeled as a micromanager, and no one wants that. Focus instead on what you want to see accomplished. There are multiple ways to do any task, and your way is not the only—or even the best—way to get something done. You cannot be prescriptive about how the work gets done, only that it does.
If you’re looking to promote someone to management, consider how their motivation and skills align to this new role. Some folks don’t want to manage people, and others aren’t suited to lead.
And if you’re the one being promoted, make sure that you’re ready to lean into new ways of thinking and working—because what got you here will definitely not help you succeed at the next level.
Bonus read: What does it mean to be a strong leader? It may not be what you think.
Share your thoughts: What did I miss? What advice would you give someone making the transition from an individual contributor to managerial role?