Introduction


Starting a new role at any organization—whether it’s a school, a workplace, or another setting—typically begins with a focus on individual contribution. Your success is directly tied to your personal efforts. You have control over the pace and quality of your work, and ultimately, you are solely accountable for your outcomes. This phase allows you to develop the skills and discipline necessary to excel in more complex roles.

The Path to Success as an Individual Contributor


During my time in this phase, I likely spent longer than most. I always had the mindset of making my manager—and by extension, my team—look good. This meant not only delivering quality work but also taking full accountability for my tasks.

The more I did this, the more my manager trusted me. Over time, they gave me more work. As I completed tasks to their expectations, I was entrusted with bigger and more challenging assignments. Sometimes, I would ask to do something complicated. Potentialy it didn’t make sense, especially when deadlines were tight. So a more senior team member took the lead. However, I pushed myself to shadow them, work alongside them, and understand their methods, and how they approach situations or problems. Absorbing the knowledge to be able to handle similar tasks in the future.

If you’re not being challenged by your manager, reflecting on why and discussing with them that you’re ready for more responsibility is a good starting point. Additionally, look to your peers and co-workers to learn from them.

There was a saying when I started: “Networking is important.” I initially thought this was more relevant to the older days of cold canvassing for roles, so I didn’t fully grasp its modern-day significance. However, building trust with your peers is crucial for success in your role. When I say this, I don’t mean just exchanging pleasantries like “Hi, how’s the weather?” Instead, ask them about their weekend, discover their interests, and delve into what makes them passionate about their hobbies. These deeper conversations help you get to know people more profoundly. Understanding them as a person, over understanding them as a work colleague.

Building these relationships is a two-way street. When a friend approaches you with feedback, you’re less likely to be defensive and more inclined to listen and take their thoughts on board. Likewise, asking for guidance or help becomes easier when these connections are in place.

Expanding on this, knowing your manager well also makes it easier to discuss feedback or approach conversations about pay, leave, difficulties at home etc.

Take the time to get to know whom you’re working with and listen intently. This holistic approach will not only make you a better collaborator but also position you as a trusted collaborator within the team.

Transitioning to Leadership: From Code to Connection


Moving from an individual contributor to a team leader requires a significant mindset shift. On paper, it sounds easy, but for me, it was far from a smooth journey. It’s no longer about what you can do personally, but about how you can enable and empower others. Some of my managers might even laugh reading this, as this was common feedback given to me for some time.

One of the common mistakes in this transition is continuing to focus too much on the technical work. You need space and time to lead and manage. To create that space, you must empower your team to handle problem-solving and development work. Just as it took time for your manager to trust you, it will take time for you to trust your team to accomplish the work. I know it’s easier to do it yourself and complete it—I likely said this a thousand times. However, if you do the work, you’re shielding the team from the opportunity to learn, be challenged, and have the chance to shine and feel truly valued.

This doesn’t mean abandoning your technical skills but rather leveraging them to mentor and guide others. Empower your team by sharing your knowledge, allowing them to shine while you take on more strategic responsibilities.

Your focus shifts from simply delivering data to telling the story behind it. This is where your influence as a leader grows. You are no longer just the person who provides the data; you are the one who frames the narrative, connecting the data to business goals and driving decisions. Your success in this role is evident when data becomes central to the conversation, not an afterthought.

Building on previous experiences, you’re now expanding your relationships and networking by developing deeper relationships with your business partners. When asked to deliver data, ask, “What question are you trying to solve?” “What do you think this data will reveal?” Try to connect the request for data to the underlying questions the business is trying to solve. Understanding the root problems your business partners face is crucial.

Over time, when you’re successful here, your business partners will come to you, asking for your opinions and thoughts. They value your input into discussions on how data can help solve business problems.

From Leader to Value driver


As you progress into more senior positions, where you manage leaders of teams, your focus shifts from immediate tasks to anticipating business needs before they are expressed. Understanding the broader business strategy and its alignment with both the internal and external environments becomes essential. This involves staying attuned to market dynamics and monitoring competitor actions.

Where once you focused on listening to your business partners, the emphasis now broadens to encompass the entire organization and its customers. What are their needs across the business? How can you add value at an organizational level?

The shift from reactive data solutions to proactive leadership is crucial. Consider what you would do if you were leading the entire organization. What key questions would you seek answers to? How can you drive organizational value and advance the overall strategy?

To make strategy impactful and resonate throughout the organization, it’s vital to weave your initiatives back to the core strategic pillars. Emphasizing this connection will help embed the strategy, creating a solid foundation for its success.

Empowering your leaders is equally important. Cultivating an environment where vulnerability and courage are encouraged allows leaders to feel safe in innovating and taking risks. Accountability becomes a cornerstone; hold yourself and your leaders responsible for outcomes while granting them the autonomy to make decisions. Building strong relationships rooted in empathy and connection is crucial, as is fostering continuous learning and development.

As a senior leader, you must articulate a compelling vision, align your team’s goals with the broader strategy, and trust your leaders to execute. Encourage them to engage in difficult conversations, lead with integrity, and build resilience within their teams. By doing so, you cultivate a culture where integrity, innovation, and proactive leadership thrive, propelling the organization forward in a competitive market.

Conclusion


The journey from an individual contributor to a senior manager is marked by significant changes in mindset and responsibility. It’s about moving from a focus on personal output to enabling and empowering others. It’s about shifting from reactive problem-solving to proactive leadership. And most importantly, it’s about building strong relationships that allow you to connect the dots and tell the story behind the data. As you progress in your career, embrace these changes, and you will not only succeed but also elevate those around you.