Crossing the Rubicon: moving from deliverer to leader
Organisations typically reward high-performing deliverers with more responsibility, larger teams, and the
mandate to shape the future of their area. But although driven towards advancement, many struggle to
make the shift from deliverers to leaders – often a first taste of failure. Why, ask Maisie Morten and Tony
Susa, does this transition present such a stumbling block?
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Pull-out quote
As the company reinforces this style, attracting and promoting these professionals, the cycle perpetuates
and reinforces itself. Convergers enjoy being led by other convergers.
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Much has been written on the core activities of leadership – setting a vision, creating the conditions for
others to succeed, and so on. But despite the plentiful research, and the typical high performer’s track
record of mastering new skills, the jump to leadership is often a struggle. We would argue that it’s not a
lack of skill that presents the biggest barrier; rather, it’s the cognitive shift required of the individual
around what is, and has been, intrinsically motivating to them.
Why people struggle – the convergers’ dilemma
Why is this “intrinsic shift,” (i.e. finding the will and/or internal reward to lead), so difficult? In part, it’s
due to a combination of whom we reward and what we reward. The answers can be found in YSC’s
extensive benchmark database. Our aggregate data shows the majority of professionals we see (65 per
cent) rely on a problem-solving style approach called “converging”.
Convergers typically draw insights from data and then swiftly move to action – focusing on how they
implement their solution, rather than staying longer in the space of ideation. They are often rewarded
early, beginning in grade school. Once in the business world, they become known as problem-solvers who
get things done, and are seen as the “movers and shakers” of an organisation. Not surprisingly, most
companies reward this behaviour. Thus, even if a person enters an organisation with a different problemsolving preference, it is likely they will begin to operate as a converger, particularly if they are ambitious
to get promoted.
The question that is less often asked by those that sit above these convergers is the “how” around their
delivery. A converger’s leadership style tends to be task-focused. They may enjoy delving into the
minutiae and having a handle on the details because, for all the aforementioned reasons, “the doing” is
an area of comfort and historical reward. Of course, they can generate followership through this style of
leadership – not least because their energy for a task is often contagious. But this style is closer to
managing the task than it is to leadership in the broader sense of the word. As the company reinforces
this style, attracting and promoting these professionals, the cycle perpetuates and reinforces itself.
Convergers enjoy being led by other convergers.
The challenge
This cycle of reward can then be very difficult for people to pull away from; over time, it becomes intrinsic
to their motivation. Yet the move to leader often demands that people move away from the activities
they were good at, towards more ambiguous challenges with delayed gratification. For example:
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From solving issues in the here and now, to spotting strategic opportunities with longer-term
impact.
From getting things done through their own drive and hands-on effort, to inspiring and
empowering others.
From moving quickly from solution to action, to socialising an idea for longer to gain more
traction.
Implicit in the above, and possibly a separate challenge in itself, is the need to delegate more, to create
time for higher-level tasks. The higher you go in an organisation, the more time is needed for stakeholder
management and for focusing on strategic issues – both of which are less direct activities. This can be
frustrating as people move away from a skillset that has served them well, offered more immediate
reward, and become a fundamental motivator to them.
What to consider
Of the key transitions a leader will go through in their career, this early one can often be the most
challenging because it requires people to move away from getting fast tangible results, a core source of
satisfaction and validation. To aid them, here are five questions individuals making this transition should
ask themselves:
1. What will becoming a leader give me that I don't have now? The immediate answer is often
extrinsic reward like increased pay or more impressive title. However extrinsic reward is not going
to be enough for the shortfall in intrinsic motivation for those who prefer delivering. Before
moving up, people should consider whether they want to progress, and, if so, why, rather than
taking it as a given that promotion is the best thing for them. By being clear about what a new
role offers them, it will be easier to let go of their current way of operating.
2. What’s my job (now)? A simple question indeed, but a powerful one that can help people refocus, or put their focus, where it should be in a leadership versus a managerial role. Managers
are paid to get the tasks done, leaders are paid to get others to get the tasks done so that they
can focus on the bigger, more strategic, issues. This requires a level of delegation many find
difficult because, again, it requires “letting go” of things the individual does well and finds
rewarding. Thus, reflecting on this question can help leaders who are struggling with delegation
– and at least force them to think about where their time might be better spent, given what the
organisation is now asking of them as a leader of people.
3. How can I get the satisfaction I got from delivering in this new leadership role? People making
the jump should consider what gives them meaning and purpose in their work. What does a good
day involve? Perhaps it’s being seen as an expert, having an impact on the bottom line, winning
others’ trust, serving the organisation’s mission, or challenging how things are done. Whatever
the source, our drivers are relatively stable and we carry them with us regardless of where we
go/find ourselves. So identify what’s at the root of the most satisfying activities. What are the
values that sit behind these? Once you’ve identified what your top values are, you can begin
thinking about how to operationalise them in your next role or as a new leader of others.
4. What am I like under pressure? People may make the transition to leading, but then, under stress,
fall back on old behaviours. For some, this may be moving into the details; for others, withdrawing
from the team to focus in on tasks and losing visibility. Knowing our go-to style under pressure,
and putting in place systems and strategies ahead of time, will help manage the risk of slipping
into old habits later. One suggestion might be to solicit the help of a trusted advisor or partner,
who can call you out when they see regression to old ways of working.
5. Who can I learn from? Identify the leader you most aspire to be like. Find a mentor who fits this
profile and, more generally, put more energy into networking with senior leadership. Observe
what it’s like to work for those you admire, and the impact they have on their area and the broader
business. Change often represents loss for people, but in losing something we also have the
opportunity to create a new identity. Use these opportunities to define the leader you want to
be.
In summary
The hard part for those struggling to make the shift from delivering to leading isn’t executing new
behaviours or learning new skills -- it’s making a cognitive shift that allows them to find reward in these
new behaviours. There is no easy answer, but the questions we’ve outlined here will help people who
might be wrestling with this common, but critical, transition point from deliverer to leader.
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