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Making the move to management is not for every employee, yet many think it\u2019s the only option for climbing the ladder. There\u2019s an art to coaching individual contributors who either want to take that step, or offering a promotion to someone you think is ready. It\u2019s important to approach this not just as an opportunity, but a teachable moment. We asked our Fast Company Impact Council<\/a> members how they coach team members to make this move and got much wise counsel in return. Their ideas might improve how you approach this with your employees.<\/p>\n I tell them I am trusting them, and in turn, they need to trust their people.\u00a0Trust is giving someone an assignment and getting out of their way. Let them\u00a0go do\u00a0it and understand it might not be how you would do it, and that is okay. It sounds so\u00a0easy\u00a0but it can be so hard to let go and trust that teammate to get it done on time, on budget, and with quality. I also share that a little empathy and a few simple words can work magic: \u201cHow can I help you?\u201d \u2014 Steven McKay<\/a>, DLR Group<\/a><\/p>\n The biggest trap I see talented individual contributors fall into when they become managers is continuing to do the work instead of multiplying it.\u00a0The shift from individual contributor to manager is fundamentally an identity shift from hero to coach. You stop being the one who solves the problem and start being the one who creates the conditions for others to solve it. \u2014 Hala Hanna, MIT Solve<\/a><\/p>\n<\/div>\n That transition is pivotal. The skills that make someone a strong individual contributor are different from those required to lead. I coach people to shift from doing to delegating, from execution to leverage, and to keep your arms wide, sweeping everyone forward with you. It starts with organization and clearly defining outcomes. Then it becomes about motivating others, listening closely, and giving direct, transparent feedback that drives growth. That\u2019s our ethos: inspirational, direct, driven, empowering, and agile. \u2014 Meredith Rosenberg, NU Advisory Partners<\/a><\/p>\n A manager must step into a founder\/owner mindset. They shift from an individual approach to one in which they look to their team as a tool towards achieving organizational goals. Importantly, they stay close to the work that happens as an individual contributor, because the nuances of that work inform their leadership. \u2014 Michael Tannenbaum<\/a>, Figure<\/a><\/p>\n I tell people the move from individual contributor to manager is a complete mindset shift. You stop being the hero and start building them, multiplying impact through others. The focus moves to people and outcomes and how we get there quickly, intelligently, without fear. It starts with delegation, clear intent, honest feedback, and disciplined listening. Most of all, treat everyone like real human beings. Great managers clear obstacles, create air cover, and lead quietly so others can shine. Leadership is trading the dopamine of doing for the leverage of coaching. If you don\u2019t feel the weight of it, you\u2019re probably not doing it right. \u2014 Peter Smart<\/a>, Fantasy<\/a><\/p>\n<\/div>\n I believe the transition from individual contributor to manager is about shifting from being the expert to empowering experts. As a manager, your job is no longer to be the smartest person in the room, but to build strong teams and clear their path. I encourage leaders to develop a deep understanding of the work so they can support with credibility while giving trust and freedom to their teams. Great managers connect dots, people, and possibilities to help others perform at their best. \u2014 Ben Jeffries<\/a>, Influencer<\/a><\/p>\n It\u2019s the hardest jump in leadership. As an independent contributor, you\u2019re rewarded for doing. As a manager, you have to proactively hold back, which is uncomfortable for high performers. I give three rules: Stop rescuing. Define outcomes, not steps. Measure success by how well the team performs without you. At some point, leadership isn\u2019t about being the most capable person. It\u2019s about creating an environment where capability multiplies. \u2014 Emily Kortlang, Yerba Madre<\/a><\/p>\n High-performing individual contributors excel in their specific area of focus: the quality, consistency, and impact of their work. That doesn\u2019t mean they can automatically shift to manager with additional responsibilities. It\u2019s important for them to develop different skill sets\u2014especially if this is their first time managing people. Coaching and directing work can help people learn how to effectively delegate, when to empower their teams to make the decision, and how they give meaningful feedback at various points throughout a year, not just at an annual review. \u2014 Nathan Friedman<\/a>, Understood.org<\/a><\/p>\n<\/div>\n Once you truly value the contributions of others more than your own, then (and only then) are you ready for leadership. \u2014 William H. Dodge, P-U-B-L-I-C<\/a><\/p>\n The key behavioral shift here is that leaders absorb their teams\u2019 fears. Periods of uncertainty are a given, so I tell my managers: Don\u2019t pretend to have all the answers, just be the steady hand that hears your teams\u2019 concerns, and reflects the real opportunity back to them. \u2014 Khozema Shipchandler<\/a>, Twilio<\/a><\/p>\n Management isn\u2019t automatically a promotion. It\u2019s a different job. Being a great individual contributor is about mastering your craft. Being a manager is about helping others master theirs. When someone says they want to move up, we talk about what they actually want. Do they like building things, or do they get energy from coaching others? Your wins come through your team. Some people love that. Some don\u2019t. If they\u2019re serious, we focus on a few fundamentals: defining success, communicating constantly, and resisting the urge to fix everything yourself. Good managers create clarity. They don\u2019t rescue. \u2014 Logan Mulvey<\/a>, GoDigital Music<\/a><\/p>\n<\/div>\n We recommend embracing three essential core principles, starting with radical candor. We\u2019ve brought in renowned leadership coach and author Kim Scott to talk about the importance of providing honest and respectful conversations with team members, even in challenging times. It\u2019s very effective. Leaning into extreme ownership is key to building a cohesive, accountable team. Finally, taking a clean escalation approach to problem-solving will help demonstrate critical thinking and build credibility. \u2014 Leerom Segal<\/a>, Klick Health<\/a><\/p>\n When I coach team members on this transition, I want to understand why they want to be a manager. For many it\u2019s because of pay, perceived status, or the view that they need to progress \u201cup.\u201d These are not good indicators of success, as the skills required for success as a manager differ significantly from those of a top performing individual contributor. The best solution for these talented individuals is to provide them a path to seniority that allows them to focus on their strengths and interests. This is especially true for highly technical roles where talented individuals can be a huge multiplier in a business. \u2014 Tony Grimminck<\/a>, Scribd, Inc.<\/a><\/p>\n We developed the Tactacam Leadership accelerator program to create a \u201cready-now\u201d talent pool. Upon successful graduation, participants are not merely given a certificate; they are formally designated within the company\u2019s talent pool as \u201cready now\u201d for promotion to the next leadership level. It creates a clear, tangible, and highly motivating career pathway for participants, answering the \u201cwhat\u2019s next?\u201d question from day one. It also ensures that the investment in developing these leaders is realized through internal placements, strengthening the leadership bench and reducing recruitment costs. \u2014 Jeff Peel<\/a>, Tactacam<\/a><\/p>\n<\/div>\n I don\u2019t think in terms of managers. I think in terms of leaders. You don\u2019t need direct reports to start leading. Leadership begins with ownership of outcomes. If someone consistently drives clarity, accountability, and results, they\u2019re already leading whether they manage people or not. Eventually, when someone proves they can lead outcomes, they\u2019re given the opportunity to lead people. But the mindset comes first. Titles come later. \u2014 Elery Pfeffer<\/a>, Nift<\/a><\/p>\n First I make sure they understand management is about caring for their employees, not about career advancement. So many people tell me they don\u2019t want to manage people but they feel like they should to progress. In our company we create career progression paths as individual contributors to ensure people move to management roles for the right reasons. \u2014 Shely Aronov<\/a>, InnerPlant<\/a><\/p>\n By example. We live and act our values and expect all team members to do so too. Those who show initiative can move to the role of managing others\u2014others prefer not to. \u2014 Larraine Segil, Exceptional Women Alliance<\/a><\/p>\n<\/div>\n1. TRUST YOUR PEOPLE<\/strong><\/h2>\n
2. MOVE FROM HERO TO COACH<\/strong><\/h2>\n
3. FROM DOING TO DELEGATING<\/strong><\/h2>\n
4. SHIFT IN APPROACH<\/strong><\/h2>\n
5. LEAD QUIETLY SO OTHERS CAN SHINE<\/strong><\/h2>\n
6. NO LONGER BE THE SMARTEST PERSON IN THE ROOM<\/strong><\/h2>\n
7. PROACTIVELY HOLD BACK<\/strong><\/h2>\n
8. DEVELOP DIFFERENT SKILL SETS<\/strong><\/h2>\n
9. VALUE OTHERS\u2019 CONTRIBUTIONS MORE THAN YOURS<\/strong><\/h2>\n
10. LEADERS ABSORB THEIR TEAMS\u2019 FEARS<\/strong><\/h2>\n
11. DO THEY ACTUALLY WANT TO MANAGE?<\/strong><\/h2>\n
12. EXTREME OWNERSHIP<\/strong><\/h2>\n
13. UNDERSTAND THEIR GOALS<\/strong><\/h2>\n
14. PROACTIVE TRAINING<\/strong><\/h2>\n
15. THINK: LEADERS<\/strong><\/h2>\n
16. IT\u2019S NOT ABOUT CAREER ADVANCEMENT<\/strong><\/h2>\n
17. SHOW INITIATIVE<\/strong><\/h2>\n