Do you know someone who was an absolute star in their technical specialty, got promoted, and then struggled in a business or people leadership role?

We all do. It's a sad but all-too-common story.

Fortunately, it's not too late to help them succeed, as long as they haven't given up, quit, or ruined the lives of their subordinates in mass numbers.

(Even then, we can often help them redeem themselves!)

And if you want to steer technical experts or top salespeople to where they can make the biggest and most rewarding contributions, keep reading.

We know from research that 60% of new leaders fail within their first two years.

There are three mindset gaps that cause this failure in a leadership role, according to Heide Abelli at Boston College and Sagex.

1. The "self vs. team" mindset
2. The "problem avoidance vs. solution engagement" mindset
3. The "rigid execution vs. flexible adaptive" mindset

These mindset gaps boil down to a key point we've known for decades: “What made you successful as an individual worker and technical expert can hurt you as a leader.”

Becoming a leader means that you must see and do some things differently. Here are the tips for taking on those new mindsets:

1. Leaders must operate from a team mindset: Leaders do not do the work themselves. A leader’s primary job is to create the conditions under which the group or team will succeed. This means that they must appreciate and value getting work done through others. If the leader has to jump in to save the day, it doesn’t make them a hero. It means that they have failed.
2. Leaders must welcome problems as opportunities: Team members who come to the the leader with problems are not a bother. They bring opportunities for the leader to help strengthen the team. A team can’t improve its results without trying new things. Seeing problems as opportunities is the big mindset shift here. Problems reveal where things can be made better. Rather than merely “fixing” them, effective leaders see problems as catalysts for improvement.
3. Leaders must focus on outcomes, not details: A technical professional masters the details, but a leader becomes masterful at getting good outcomes. Effective leaders recognize competing priorities, needs, and interests and they balance them. There is seldom one right answer. Getting comfortable striving for the best or optimal solution across people, processes, and resources is a key mindset shift for new leaders.

Don't promote the wrong person into the leadership job. Give your top technical and sales professionals a realistic preview of what the leadership role will be like, and what will be required of them for success, before letting them accept the position. To make a successful transition into leadership, the leader has to recognize, appreciate, and value those mindset differences.

If your rising star finds the challenge—of not having the answers, of encouraging people to try new things, of not being in control—to be exciting and engaging, then they are likely to succeed.

If the person is not aware that these sorts of mindset shifts are required for success, then their leadership future is murky. This exposes them and the organization to unnecessary risk.

This is where training, coaching, and mental fitness all come into play to help the leader make a successful transition. Mindset training has to be included to help people bridge the gaps between what made them successful as individual contributors and what will make them effective as leaders.

If you’d like to know more, I am always happy to share information, suggestions, and resources. "Turning techies into leaders" is one of my specialties. As always, let me know what you think or we can schedule some time to talk if this article sparks your curiosity.

–Steve

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