Leadership transitions are some of the most exciting — and most dangerous — moments in a career. I’ve made several myself, and I’ve watched many talented people stumble in theirs. The pattern is surprisingly consistent.
The trap: doing more of what worked
High performers get promoted because they’re excellent at something: solving problems, driving results, knowing the details. So when they step into a bigger role, they lean into that strength. They dive into the details, solve problems personally, and work longer hours.
It feels productive. It’s often the wrong move.
A bigger role usually requires a different contribution: setting direction, building relationships across the organization, and developing others to do what you used to do. The old strengths, overused, crowd out the new ones.
Three questions for your first 90 days
What does success look like to the people who matter? Ask your manager, your peers, and your team — separately. You’ll often get three different answers. Reconciling them early prevents surprises later.
What do I need to learn before I act? Resist the pressure to make visible changes in the first month. Listen, ask, and understand the culture. The decisions you make in week ten will be far better than those you’d make in week two.
What must I let go of? This is the hardest question. Name the tasks, habits, and even identities that served you in your old role and won’t serve you in this one.
Get a thinking partner
Transitions are lonely. You’re often too new to confide in peers and too senior to vent to your team. This is one of the moments where coaching can make the biggest difference: a confidential space to think out loud, test assumptions, and catch the trap before you fall into it.