The Shift from Doing to Leading
For high achievers stepping into leadership roles, the transition from a functional role to leading others can significantly challenge your established sense of productivity. You might be accustomed to valuing tangible outputs like tasks completed, designs finalized, or products built.
However, leadership demands a fundamental shift in focus: prioritizing supporting individuals, building strong relationships, and establishing trust within your team. Time dedicated to communicating with team members, fostering collaboration, and nurturing professional relationships becomes paramount.
When Productivity Feels Unfamiliar
This transition can create internal conflict. If you’re not placing enough value on these “softer” leadership activities, it can lead to a nagging sense of decreased productivity—even if you’re effectively leading.
The key question becomes: Are you truly valuing what is most valuable in your new leadership role? This misalignment between your perceived productivity and the actual demands of leadership can erode your sense of accomplishment and undermine your confidence in leadership transition.
Why Clarity from Senior Leaders Matters
Leaders of leaders have a responsibility to guide individuals through this critical transition. Clarity of expectations is not just helpful; it’s essential. You must clearly define what constitutes valuable contributions from your leaders and within the team.
What message are you sending to your team members about what you prioritize and value? Your actions speak volumes. How do you reward productivity? For example, consistently supporting or tolerating “high-performing jerks” can undermine a healthy team dynamic and send a detrimental message about what kind of behavior is truly valued.
Reframing Productivity to Rebuild Confidence
Reframing your understanding of productivity is crucial for building confidence in leadership transition. Give yourself credit not just for completing tasks or generating reports, but also for:
- Developing a team member’s skills
- Resolving conflicts
- Fostering a collaborative environment
Recognizing these leadership activities as valuable contributions will reinforce your sense of productivity and, in turn, boost your confidence in your leadership role.
Productivity Is Personal—And Psychological
It’s important to remember that the perception of productivity is highly individualized. What one person considers a productive day might differ significantly from another’s view. Some equate productivity with simply checking off a long to-do list, while others focus on achieving deep work, fostering creativity, or engaging in strategic thinking.
Psychological factors, such as motivation, time management skills, and even emotional state, all play a significant role in how productive one feels, regardless of actual output. Research even suggests a strong link between subjective productivity and intrinsic motivation and overall job satisfaction.
Aligning Inner Confidence with Leadership Reality
To thrive during this transition, you must align your personal perception of productivity with the true value drivers of your role. Building confidence in leadership transition means acknowledging the hidden but powerful outcomes of your work—like stronger teams, empowered individuals, and a healthier workplace culture.
References
- Amabile, T. M., & Kramer, S. J. (2011). The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work.
- Csikszentmihalyi, M. (1990). Flow: The Psychology of Optimal Experience.
- Deci, E. L., & Ryan, R. M. (1985). Intrinsic Motivation and Self-Determination in Human Behavior.
- Newport, C. (2016). Deep Work: Rules for Focused Success in a Distracted World.
