There comes a time in many peoples' careers when their job is no longer to do the work themselves but instead to direct others. This transition from doer to leader is a challenging and critical evolution. This is particularly true for technically oriented experts who are promoted to leadership positions because of their professional knowledge. Few make this transition seamlessly and some never fully step into it. They continue to hold onto the work, despite having a fundamentally different role. The consequences can be serious: those in charge are swamped with work, and those who report to them are left feeling as though they are not trusted. The results are an overworked and overstressed management, which hinders their professional development, and an epidemic of disengagement.
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