From Solo Act to Symphony Conductor: Making the Leap from Individual Contributor to Manager
So, you’ve crushed your role as an individual contributor. Your work speaks louder than a jet engine, and now, someone’s decided to give you a shot at management.
Congrats — you’re about to trade deep expertise for a shallow understanding of way too many things. Think of it as graduating from a sniper rifle to juggling chainsaws. It’s a leap, yes, but like all leaps, success comes down to where and how you land.
Here’s the truth no one tells you: great individual contributors don’t automatically make great managers. It’s not a promotion — it’s a pivot. You’re no longer judged on your personal output but on how you can coax, cajole, and sometimes outright beg for results from a team. Managing people is like parenting adults who are not legally obligated to listen to you. Sounds fun, right?
But don’t worry — this isn’t rocket science (though managing engineers might be). Success in making this leap boils down to a few fundamentals. Let’s break them down.
1. Redefine Success
As an individual contributor, success was easy to measure: deadlines met, deliverables polished, accolades earned. Now, success is abstract, messy, and often delayed. Your team’s wins are your wins, their failures your failures. Sounds altruistic, but it’s really just the job description.
Redefining success starts with recognizing your scoreboard has changed. Metrics matter, but they’re now a group sport. It’s not about how fast you run the race but how well you set the pace for others. Invest your energy in enabling others to excel — clear roadblocks, provide clarity, and yes, sometimes play cheerleader-in-chief. Your legacy as a manager will be built on the achievements of your team.
2. Delegate or Die
Here’s a hard pill to swallow: what got you here won’t keep you here. As an individual contributor, you were rewarded for being the best. As a manager, you’ll be punished if you try to be the best at everything. Delegation isn’t just a skill — it’s your survival mechanism.
The temptation to cling to your comfort zone — doing the work yourself because “no one does it better” — is real. But micromanagement is kryptonite to good leadership. Trust your team, even if it means they’ll stumble at first. Their growth is your growth. Focus on what only you can do: aligning strategy, managing up, and nurturing talent. The work on your desk? Push it downstream.
3. Learn to Communicate Like a Pro
Here’s the thing about communication: as a manager, it’s 80% of your job. The other 20%? Repeating yourself.
Great managers don’t just communicate — they over-communicate. That doesn’t mean drowning your team in Slack messages or memos; it means being clear, concise, and consistent. People crave clarity, especially in chaotic environments. Explain the “why” behind decisions, set expectations clearly, and establish a cadence for feedback.
And don’t forget listening. As an individual contributor, you were probably a talker — selling your ideas, presenting your findings. As a manager, the ratio flips. Your job is to listen, absorb, and then act. Great managers don’t just hear — they understand.
4. Embrace Emotional Intelligence
Technical skills might get you promoted, but emotional intelligence keeps you there. Management is a people business. You’re not leading robots; you’re leading humans with fears, dreams, and the occasional bad day. Your ability to empathize, inspire, and navigate emotions will set you apart.
Here’s a tip: watch for patterns. Does someone on your team consistently miss deadlines? Maybe it’s not laziness but burnout. Is someone else always the loudest voice in meetings? They might be overshadowing quieter (but equally brilliant) colleagues. Managers who lead with empathy win loyalty — and loyal teams move mountains.
5. Feedback: The Breakfast of Champions
Want to know the fastest way to lose your team’s respect? Withhold feedback. Constructive criticism and praise are your dual weapons in the fight for team improvement.
But here’s the catch: feedback isn’t just about what you see — it’s about what they need. Tailor your approach. Some people thrive on directness; others need a softer touch. And don’t save feedback for annual reviews. Make it a habit, like brushing your teeth — small, frequent, and non-negotiable.
Pro tip: Don’t just give feedback — ask for it. Your team’s perspective on your leadership is invaluable. It might sting, but it’ll make you better.
6. Become a Time Management Jedi
Remember when your calendar was yours? That’s over. As a manager, your time is no longer your own — it’s a shared resource. If you don’t guard it fiercely, it’ll disappear into the abyss of meetings, interruptions, and “quick questions.”
Start by mastering the art of prioritization. Block time for deep work, schedule 1:1s religiously, and learn to say no (or “not now”) without guilt. A frazzled manager is a useless manager. Protect your bandwidth so you can lead with focus and intent.
7. Stay in the Trenches (But Don’t Get Stuck)
There’s a fine line between being an engaged manager and an overbearing one. Your team needs to know you’re there — not as a taskmaster but as a partner. Roll up your sleeves occasionally to show you understand their challenges. But don’t confuse involvement with doing their job.
Think of it like this: you’re not the star of the show anymore; you’re the director. Stay close enough to guide but far enough to let them shine.
8. Invest in Your Growth
The dirty little secret of management? It’s a skill, not an innate talent. Great managers are made, not born. Read the books, take the courses, and find mentors. Ask stupid questions. Management is one of those roles where ignorance isn’t bliss — it’s a liability.
And don’t just learn about management — learn about your people. What drives them? What frustrates them? The more you understand, the better you can lead.
9. Accept the Awkwardness of Transition
Finally, understand this: the leap from contributor to manager is inherently awkward. You’ll make mistakes. You’ll feel out of your depth. That’s okay. Leadership isn’t about being perfect — it’s about being willing to learn.
Lean into the discomfort, embrace the growing pains, and don’t be afraid to ask for help. Great managers aren’t afraid to admit they’re figuring it out as they go. Because guess what? So is everyone else.
Lean In
In the end, the leap from individual contributor to manager is less about jumping higher and more about jumping differently. It’s not about you anymore — it’s about the team. Nail that mindset shift, and you won’t just make the leap; you’ll soar.
Hi there, I’m Brian, and in addition to this Medium, I wrote Talk Tech To Me. I take on the stress and strain of complex technology concepts and simplify them for the modern recruiter.
