Transforming from A High Performer to Top Manager

We all know someone who was a fantastic performer, but once promoted to manager, couldn’t quite cut it. Maybe it was you. Being a high-output employee and a go-getter doesn’t necessarily mean you’ll be a good people manager or team leader. Yet, we often promote our top performers into managerial roles without considering whether they have the skills necessary to lead a team. Worse, senior managers don’t guide or support these new managers; they just expect them to be top managers from the get-go.

There’s a saying, “people get promoted to their level of incompetence.” The problem is that when people find themselves in a role they aren’t suited for, or passionate about, they don’t take a step back. Whether it’s due to financial, social, or personal pride reasons, they stick it out, often to the detriment of the team and themselves.

Don’t Become A Bottleneck: Manager as Doer

In many instances where high-performing individuals are promoted into managerial roles, you find that the manager takes on as many tasks as possible based on the belief that they can do it best. This causes quite a few problems for a team, chief among them being the reduction in the team’s output to that of the manager’s. This is a huge problem. A team should be greater than the sum of its parts. If all work runs through the manager, then the output will only be marginally greater than that of a single high-output individual. I’ve seen this happen first hand, conflict arises, productivity falls and burn-out is likely.

The Neuro-Science – From Dopamine to Oxytocin

I recently watched a video by Rian Doris, where he discusses his realization that he was a bottleneck in his own business. The solution? He needed to let go of many of the things he was good at and focus on the big picture for his business. Interestingly, Rian explained how this works from a neuroscience perspective.

When we produce work and achieve goals, our body releases dopamine, which gives us a sense of achievement and motivates us to do more of the same. Transitioning from a producer to a manager or leader changes the game. Now, instead of dopamine, oxytocin—which makes us feel more trusting—becomes more important. Trusting the team more allows managers to let go of increasingly difficult tasks and projects.

How to Up-Regulate Oxytocin: Building Trust and Connection

So, how do new managers up-regulate the production of oxytocin? Well, through working with others. Collaborating, social bonding. Studies have shown that simply sharing a meal with someone can be effective. When you trust someone to deliver, and they do, the release of oxytocin means you will trust them more next time. It increases your sense of connection and closeness with that person.

As managers, when we trust and feel connected with our team, we are more likely to take the time to coach and mentor them, explain difficult tasks, and empower them. We want them to succeed. This creates a positive cycle of trust and delegation, which is crucial for any team’s success.

Practical Steps to Become a Great Manager

1. Delegate, Delegate, Delegate: To develop trust amongst the team, you need to take the first step and assume they will deliver. Delegate tasks big and small that you used to do to others in the team. Hand-off increasingly complex tasks as your team proves their capability.
2. Clearly Define the Objective, But Not How to Get There: Establish the team primary objectives and goals. Give the team autonomy to decide when and how to do their work and get there.
3. Celebrate Successes: Acknowledge and celebrate wins big and small. Show appreciation for the good work the team does. This serves both you as a new manager and team. It helps you see that the team is reliable and capable of great things (releases oxytocin). For the team it boosts morale and motivation (by releasing dopamine). Reinforcing desirable behaviours in both the manager and the team.
4. Build Relationships: Take time to get to know your team on a personal level. Whether it’s through team lunches, off-site activities, or just a casual coffee, these moments can significantly strengthen your bond. Employees who believe their manager cares about them as a person are more engaged and produce better results.
5. Change Your Definition of Personal Achievement: For high achievers this is the most difficult change. Up until this point success meant pumping out high volume of high-quality work. You controlled the outcome. But as a manager you now achieve through the actions of others. You do not directly control the outcome, but you influence it. Personal achievement is now directly linked to team achievement. Achievement is the development, and success of those you lead. So dedicate the majority of your time to coaching, leading and managing your team, and learn to love the role of conductor.

Summing Up

Transitioning from a high performer to a top manager isn’t easy. It requires a significant change in mindset: from doing to leading, from dopamine to oxytocin. New managers must let go of control, communicate objectives and trust that their team will deliver. Management is about people, and by investing your time into building relationships, you can create a team that is not only productive but also cohesive and motivated. Remember, a great manager helps their team reach heights that would be impossible to achieve alone. So, let go, trust your team, and watch them deliver results.

References:

Rian Doris – When You Think Like This You Become Unstoppable