The required mindset is “take charge, help the team, and be flexible.”

Leaders‐of‐Others Set the Direction for Their Team This includes defining roles, setting business objectives and deliverables for each team member, and ensuring they understand how their business objectives tie into the overall team objectives and overall company goals. In everyday life, they guide team members on how to prioritize their work—and

It is, of course, flattering to be needed by other people. Unfortunately, it is easy to develop the feeling that people coming to you during the working day are an interruption of their own individual contributor work. Leaders may easily develop the feeling that they are lagging behind with their own work while they are in the process of helping

Roles Remaining Undefined Most companies fail to create Leadership Portraits that are differentiated by leadership level. In fact, Leadership Portraits tend to be nonexistent. Required performance tends to be financial and operational rather than a complete set of performance requirements that include leadership results. Consequently, it's

Work Values The most difficult change when moving from leading self to leading others is the need to start valuing obtaining results through others. It starts by developing a leadership mindset. That means starting each day by asking, “How

Two major transitional skills are team play with other functions and competition for resources based on business needs.

More emphasis on development and coaching with less on control helps those at lower levels use their information power and decision‐making authority appropriately for business success. More negotiation and less command help keep motivation at a high level. Increased engagement through soliciting new ideas and being open to them is a core

For Each Layer, Clarify the Differentiation in Accountability Between Layers/Roles Start by focusing on the leaders‐of‐others and the leaders‐of‐leaders. In our experience, significant breakage occurs at both of these levels. In any event those layers contain most of your leadership positions. To get a full understanding of

where things stand, conduct several interviews with leaders‐of‐others and leaders‐of‐leaders—about six interviews with each layer is sufficient. Call these work interviews and clarify that the discussion is not about performance—it's about getting role clarity. Make sure the person being interviewed doesn't feel judged—if they do, you won't get