S5 Ep3: From Doer to Leader: Letting Go of the Day-to-Day

In this episode of Your Path To Career Success, we explore a crucial transformation for new leaders: shifting from hands-on doer to strategic leader. This episode dives into the importance of stepping back from daily tasks to empower your team and focus on long-term goals.

We’ll discuss the essential mindset shift required for this transition, practical tips for effective delegation, and how mastering time management can enhance your leadership effectiveness. You’ll learn how to position yourself as a leader during job applications by highlighting your ability to empower others and focus on strategic outcomes.

Whether you're new to leadership or looking to refine your skills, this episode offers valuable insights to help you navigate your journey. Grab your favourite beverage, get comfortable, and let’s unlock your leadership potential together!

Tune in now and take the first step toward a more impactful leadership style!

I want to hear from you!

What’s one daily task or responsibility you find difficult to let go of as you step into a leadership role, and how might delegating it help you and your team grow?

 
What next? 

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Stay tuned for more golden nuggets to help you navigate the winding roads of your professional journey. 

#LeadershipSkills #EffectiveDelegation #LeadershipGrowth #TeamEmpowerment #NewLeaders

Some useful resources:

Books

·       "High Output Management" by Andrew Grove: Offers a perspective on shifting from hands-on work to managing and leading teams effectively, focusing on productivity, delegation, and team dynamics.

·       "Multipliers: How the Best Leaders Make Everyone Smarter" by Liz Wiseman: Discusses how leaders can amplify their team's capabilities by stepping back from hands-on tasks and focusing on empowering others.

Online Courses

·       LinkedIn Learning Courses like “Leading When You’re Not in Charge” and “Transitioning from Manager to Leader”: These courses cover the shift from focusing on day-to-day tasks to leading with a strategic mindset.

·       Coursera Specialisation: Leadership and Management: Includes modules on delegation, time management, and influencing without micromanaging.

Transcript

Podcast Season 5 Episode 3: From Doer to Leader: Letting Go of the Day-to-Day

Welcome back to Your Path to Career Success! 

I’m Kathryn, your host, and I’m thrilled to have you here today. 

Whether you’re tuning in during your morning commute, taking a break with a coffee, or winding down after a busy day, I’m excited to dive into today’s topic with you.

Now, today, we’re tackling something that many new leaders grapple with—the shift from being a hands-on doer to stepping up as a strategic leader. It’s a change that isn’t just about learning new skills but about fundamentally changing how you think about your role. It’s about learning when to step back, letting go of the small stuff, and focusing on the big picture. Trust me, it’s a transformation that can make all the difference in how you thrive and succeed as a leader.

In this episode, we'll explore why letting go of the day-to-day is absolutely crucial—not just for your sanity but for your team's growth too. We’ll break down how to delegate like a pro, manage your time more effectively, and shift your focus to those long-term goals that really drive impact.

But that’s not all—we’re also going to connect the dots between these skills and the job market. I’ll share insights on how to demonstrate your leadership readiness when applying for roles, as well as how to keep refining your approach once you’ve landed that dream position.

So, if you’ve ever found yourself juggling tasks you should probably hand off, or if you’re wondering how to position yourself as a leader during your next job interview, this episode is for you.

But before we jump in, I invite you to grab your favourite beverage, find a comfy spot, and get ready to level up your leadership game. Let’s dive in!

Segment 1: The Mindset Shift—From Doing to Leading
Transitioning from being a hands-on contributor to stepping up as a leader is far more than just a change in job title—it’s about a fundamental shift in how you perceive your role and responsibilities. 

When you’re used to rolling up your sleeves and getting involved in the nitty-gritty of everyday tasks, moving into a leadership role can feel like unfamiliar territory. It requires you to redefine your sense of achievement—not by the number of tasks you tick off your to-do list, but by how effectively you can steer your team towards achieving shared goals.

As a new leader, your value is no longer measured by the work you do directly but by your ability to enable others to thrive, to guide your team’s efforts, and to keep everyone aligned with the organisation’s broader vision. This shift means taking a step back from the immediate, day-to-day tasks and learning to see the bigger picture: the long-term outcomes, the strategic goals, and how each member of your team fits into the puzzle.

It’s also important to recognise that this shift begins long before you step into the role itself—especially when you’re in the process of applying for leadership positions. Hiring managers and recruiters want to see evidence that you understand the true essence of leadership: it’s not about doing everything yourself; it’s about empowering others to excel. When you’re updating your CV, consider including examples that highlight this approach.

Think about times when you’ve handed over responsibilities to others, allowing your team to develop their skills and take ownership of their work. Perhaps you’ve mentored a colleague through a complex project or delegated tasks in a way that enabled a team member to grow. Reflect on how you’ve influenced positive outcomes without always needing to be directly involved in every detail.

These examples don’t just demonstrate your ability to manage—they show that you understand what it means to lead. They signal to potential employers that you’re prepared to step into a role where your focus is on nurturing the success of others rather than being solely defined by your own individual contributions. This readiness to support, guide, and inspire a team is what sets great leaders apart, and it’s a perspective that can give you a real edge when applying for leadership roles.

Segment 2: The Art of Delegation
One of the biggest hurdles for new leaders is mastering the art of delegation. It’s natural to feel the urge to keep a hand in everything, especially if you’re transitioning from a role where your value was measured by how many tasks you could juggle. You might even think that stepping back means losing control or that things won’t be done to your standards. But to grow as a leader, it’s essential to focus on empowering your team rather than doing everything yourself.

Delegation isn’t just about handing off tasks or lightening your own workload—it’s a strategic process that builds trust, fosters growth, and creates a culture where team members feel valued and capable. When you delegate effectively, you’re not just giving your team something to do; you’re giving them opportunities to step up, showcase their skills, and take ownership of their work. This helps them grow professionally and develop confidence in their abilities, which in turn strengthens the entire team’s performance.

Moreover, effective delegation creates space for you as a leader to focus on what truly matters: those long-term goals and high-level priorities that drive your team and the organisation forward. It allows you to shift your focus from the daily grind to thinking strategically about the future, planning new initiatives, and making decisions that align with the bigger picture. This is how you create real impact as a leader—not by working longer hours, but by using your time to steer the ship in the right direction.

For those in the process of applying for leadership roles, demonstrating your ability to delegate is crucial. It’s not enough to say that you can manage a team—hiring managers want to see that you can empower others to succeed. When crafting your CV or preparing for interviews, think about specific examples where you’ve delegated tasks or projects to others in a way that helped them grow.

For instance, you might share a time when you identified a team member’s potential and assigned them a challenging project, guiding them through the process but allowing them to take the lead. Or perhaps you’ve mentored a colleague through a complex task, providing support when needed but letting them find their own solutions. These examples illustrate that you understand the balance between providing support and giving space, which is key to building a strong, capable team.

By highlighting these experiences, you show that you recognise delegation as more than just a way to offload work—it’s a core leadership skill that enables you to focus on strategic priorities while nurturing the next generation of talent. It signals to employers that you’re not only ready to step into a leadership role but that you’re prepared to do so in a way that drives growth, both for yourself and for those you lead.


Segment 3: Time Management for Strategic Leadership
Letting go of the day-to-day means mastering the art of time management—a skill that becomes even more critical as you step into a leadership role. As a leader, your calendar can quickly become a maze of meetings, planning sessions, and one-on-ones with your team. It’s easy to get caught up in the whirlwind of daily demands, but effective leaders know that true impact comes from being intentional with their time.

Time management isn’t just about keeping a tidy schedule; it’s about creating space for what truly matters. To lead strategically, you need to carve out time not only for operational responsibilities but also for reflection, long-term planning, and setting the vision for your team. This means consciously blocking out time to think about the future—whether it’s refining your team’s goals, considering new opportunities, or simply stepping back to assess how things are going.

This focus on strategic time management allows you to stay ahead of potential challenges and to identify opportunities before they arise. It ensures that you’re not just reacting to issues as they pop up but proactively guiding your team in a way that aligns with the bigger picture. It also enables you to maintain clarity on where your time and energy should be invested—balancing between supporting your team’s immediate needs and dedicating time to long-term projects and growth initiatives.

For those applying for leadership roles, your ability to manage time effectively can be a powerful talking point in interviews. It’s important to show potential employers that you can balance the tactical aspects of the role with the need for strategic oversight. When discussing time management, highlight how you have created systems to stay on top of day-to-day tasks while preserving time for high-level thinking and planning.

For instance, you could share how you’ve scheduled regular ‘focus blocks’ in your calendar for strategic planning, or how you’ve streamlined meeting schedules to ensure that team interactions are efficient, freeing up time for more critical work. Maybe you’ve set up weekly reflection sessions to assess progress on long-term goals or used time-tracking tools to identify where your time is best spent. These examples demonstrate that you understand the importance of prioritising strategic initiatives without losing sight of the daily operations that keep the team moving forward.

Recruiters and hiring managers are keen to hear that you recognise this balance—between being accessible to your team and ensuring you’re dedicating time to vision-setting and strategy. It signals that you’re prepared to lead not just by managing what’s in front of you but by keeping an eye on where you’re heading. By weaving in these examples, you’ll show that you’re not just ready to fill a leadership role, but that you’re equipped to lead in a way that makes a lasting impact.

Segment 4: Focusing on Long-Term Goals
One of the most significant shifts when moving into a leadership role is shifting your focus from short-term wins to long-term objectives. As a hands-on contributor, success may have been measured by how quickly you could solve a problem or achieve immediate results. But as a leader, your primary responsibility is to guide your team towards a larger vision—one that aligns with the organisation's broader goals. This shift requires you to step back from the day-to-day problem-solving and instead concentrate on creating a framework that enables your team to thrive and find solutions independently.



Focusing on long-term goals means looking beyond the immediate tasks at hand and asking questions like: 
• Where do we want to be in six months, a year, or even five years? 
• What skills and resources does the team need to get there? 

It involves setting a clear vision and defining a path forward, while empowering your team to take ownership of their work and contribute to this vision. As a leader, you’re responsible for fostering a culture where people feel motivated to innovate, improve, and push towards sustainable success, rather than simply chasing quick fixes.

This shift in perspective can also mean prioritising projects that might not yield immediate results but will have a lasting impact. For example, investing time in developing a new process or technology might seem like a big upfront commitment, but if it improves efficiency or reduces costs in the long run, it’s a win for the entire team and the organisation. It’s about seeing beyond the current quarter and focusing on initiatives that align with the company’s mission and values, ultimately creating a more resilient and forward-thinking team.

When you’re applying for leadership roles, it’s crucial to highlight how you’ve already been thinking with this long-term mindset in your current or previous roles. Consider showcasing examples where you’ve contributed to the lasting success of your team or organisation. Perhaps you led a strategic project that improved team efficiency or reduced overhead costs, or maybe you introduced a new process that streamlined operations and delivered results well after its initial implementation.

You could also mention how you’ve taken the initiative to identify long-term challenges and addressed them before they became issues, demonstrating your ability to anticipate needs and plan accordingly. For example, if you recognised that a skills gap in your team might hinder future projects, you could discuss how you proactively arranged training or mentorship programs to prepare your team for upcoming challenges.

These examples serve as powerful indicators to potential employers that you’re not just capable of managing the day-to-day but that you’re also thinking like a true leader—prioritising sustainable growth, long-term outcomes, and the overall health of the organisation. This approach shows that you’re ready to step into a role where your focus is on building something that lasts, rather than just managing the present. It’s this forward-thinking mentality that sets great leaders apart and positions them for success in any organisation.

Segment 5: Empowering Your Team—Recognizing When to Step Back
A key aspect of transitioning from a hands-on role to a leadership position is recognizing when to step back and allow your team to take ownership of their work. It can be one of the toughest shifts for new leaders, especially for those who have built their reputation on being the problem-solver or the go-to person in their previous roles. But true leadership is not about doing it all yourself—it’s about building a team that can thrive independently, solve problems, and grow without needing constant oversight.

Empowering your team means creating an environment where people feel trusted and capable of making decisions. This involves resisting the urge to micromanage, even when you might be tempted to step in. Instead, you focus on giving clear guidance, setting expectations, and providing the tools and support that your team needs to succeed. It’s about letting them take the reins, make mistakes, and learn from those experiences. This fosters a culture of accountability, where team members feel ownership over their work and take pride in their contributions.
The benefits of stepping back are immense. Not only does it allow your team to develop their skills and build confidence, but it also frees you up to focus on strategic priorities and long-term goals. As your team members grow more capable and self-sufficient, you’ll find that they become more innovative and proactive, bringing fresh ideas to the table and identifying solutions you might not have considered. This kind of empowerment is what builds resilient teams that can adapt to new challenges and drive the organisation forward.

For those currently interviewing for leadership roles, this is a valuable opportunity to showcase how you’ve already embraced this mindset. Talk about times when you’ve consciously stepped back and trusted your team to take on challenging projects, and how you balanced providing support with giving them the space to navigate their own path. Share examples of when you delegated a critical task to a team member, coached them through the initial stages, and then allowed them to see it through to completion. Highlight how this approach resulted in their professional growth and contributed to the team’s overall success.

For example, you might mention a time when you assigned a high-visibility project to a direct report, trusting them to lead the initiative while you focused on providing guidance and removing roadblocks. Explain how you held regular check-ins to ensure progress without micromanaging their process. This shows potential employers that you understand the delicate balance between offering support and giving autonomy—an essential skill for any leader. It demonstrates that you are capable of fostering a team that is not only capable of meeting current goals but is also ready to take on bigger challenges in the future.

By sharing these stories during interviews, you convey that you’re ready to build a high-performing team and create a work environment where people feel motivated to take initiative. It also shows that you recognise leadership is about more than delivering results yourself; it’s about developing others so they can achieve those results collectively. This ability to empower others is a quality that organisations are keenly looking for in new leaders, as it speaks to your potential to drive sustainable success and create a positive, collaborative culture.

Segment 6: Continuing to Grow as a Leader
The transition from doer to leader doesn’t end once you’ve secured the role—it’s an ongoing journey of growth, reflection, and adaptation. Effective leaders understand that their development doesn’t stop at a new job title; instead, they embrace a mindset of continuous improvement. This means staying curious about new ways of leading, actively seeking feedback, and always looking for opportunities to refine their skills. As a leader, you’re not only responsible for guiding your team but also for ensuring that you continue to evolve to meet the changing needs of the organisation and the industry.

One of the most important habits to cultivate as a leader is the practice of seeking feedback—from peers, mentors, and even from your team. This helps you understand how your leadership style is perceived and identify areas where you can improve. Being open to feedback demonstrates humility and a willingness to grow, which are critical traits for any leader. It’s also valuable to stay engaged with industry trends, whether through professional development courses, reading industry publications, or attending conferences. This ensures that your leadership approach remains relevant and forward-thinking, which is essential in a constantly changing business landscape.

Additionally, focusing on your own development can have a direct positive impact on your team. As you learn new strategies or refine your leadership style, you can share these insights with your team, fostering a culture of continuous learning. This not only strengthens your leadership but also helps in developing future leaders within your team. For example, by mentoring team members who show potential, you’re not only contributing to their growth but also creating a stronger, more capable team that can take on new challenges.

If you’re aiming to advance further in your leadership journey—whether it’s moving up within your current organisation or taking on a new challenge—demonstrating this growth mindset is crucial. Employers today are looking for leaders who are adaptable, resilient, and eager to learn, especially as they take on more senior roles. They want to know that you’re capable of navigating new challenges, adapting your approach when needed, and guiding your team through periods of change.

During interviews, this is your chance to highlight your commitment to continuous growth. Share examples of how you’ve adapted your leadership style to meet new challenges. Perhaps you’ve adjusted your communication approach when leading a new team or embraced a different management style in response to a remote or hybrid work environment. These examples show that you’re flexible and responsive to the needs of your team and the organisation.

You can also discuss how you’ve stayed engaged with industry trends, whether that’s through learning new methodologies, embracing emerging technologies, or networking with other leaders in your field. This demonstrates that you’re not just focused on the present but are also thinking about how to position your team and organisation for future success.

And don’t forget to share stories of how you’ve played a role in mentoring others to become leaders themselves. Maybe you’ve taken a junior colleague under your wing, helping them develop their skills and confidence until they were ready to take on more responsibility. This not only shows that you’re invested in your own growth but that you’re committed to building a legacy of strong leadership within your team.

By emphasising your commitment to growth during interviews, you’re showcasing that you’re not just a leader who’s achieved success but one who’s always striving for more. It’s this hunger for continuous improvement and readiness to adapt that sets truly great leaders apart and positions them for long-term success in any organisation.

Stepping Into Your Role as a Leader
Making the shift from doer to leader is a journey, but it's one that can transform not only your career but also the success of your team. By mastering delegation, managing your time effectively, and focusing on long-term goals, you’re positioning yourself as a strategic leader. And when you communicate these qualities throughout the application process, you’ll be well on your way to landing that leadership role—and thriving in it.

Thank you for joining me on Your Path to Career Success! Until next time, keep making the shift from doer to leader. Together, let’s create a brighter future for our teams and organisations!  If you’re currently going through your own leadership transition or have specific questions, feel free to reach out—I’d love to hear from you! 

If this episode lit a fire within you, hit that subscribe button, share the love with a review, and spread the wisdom with your friends and coworkers. Alternatively follow me on LinkedIn Kathryn Hall “The Career Owl”.

Join me next week for more insights and tips on navigating your career journey. Until then, keep pursuing and building your path to leadership success!