From Doer to Developer: A Shift Every Leader Must Make
- Ralph Cochrane
- Aug 19
- 1 min read
Why your leadership success depends on what you stop doing.
When I coach newly promoted executives, one of the biggest challenges they face is letting go of being the “go-to” person. I get it—being hands-on and solving problems got them where they are. But what got you here won’t get you there.
I worked with a leader recently who reminded me of “Claudia” from the Harvard Business Review article on leadership transitions. She was brilliant on the front lines—fixing problems fast, jumping in, getting results. But when she was promoted to lead multiple teams, those same instincts began to backfire. Her managers felt micromanaged. Her boss wondered why she was still in the weeds.
The truth? Leading leaders means redefining what success looks like. It’s not about having the answers—it’s about asking better questions. It’s not about doing more—it’s about enabling more.
If you're stepping into a leadership-of-leaders role, be ready to feel uncomfortable. That discomfort? It’s growth in disguise.
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