role transition

Identity Shift

Moving from a technician to a manager requires a person to stop finding satisfaction in doing the work and start finding it in leading others. Such a change is often the hardest part of the transition for a founder.

Skill Adaptation

Training and mentorship are necessary to bridge the gap between the requirements of the old and new seats. The person must learn how to delegate, communicate, monitor and think at a different level of abstraction.

Handover Timing

Success depends on choosing the right moment to leave the old position. If the transition happens too quickly, the organization might suffer from a lack of technical expertise. When it happens too slowly, the new role is neglected and growth is stalled.

The energy cost of balancing two roles during the middle of a transition can be very high. Managing this period requires a clear plan and a commitment to the new direction.