Making the move to management is not for every employee, yet many think it’s the only option for climbing the ladder. There’s an art to coaching individual contributors who either want to take that step, or offering a promotion to someone you think is ready. It’s important to approach this not just as an opportunity, but a teachable moment. We asked our Fast Company Impact Council members how they coach team members to make this move and got much wise counsel in return. Their ideas might improve how you approach this with your employees.
1. TRUST YOUR PEOPLE
I tell them I am trusting them, and in turn, they need to trust their people. Trust is giving someone an assignment and getting out of their way. Let them go do it and understand it might not be how you would do it, and that is okay. It sounds so easy but it can be so hard to let go and trust that teammate to get it done on time, on budget, and with quality. I also share that a little empathy and a few simple words can work magic: “How can I help you?” — Steven McKay, DLR Group
2. MOVE FROM HERO TO COACH
The biggest trap I see talented individual contributors fall into when they become managers is continuing to do the work instead of multiplying it. The shift from individual contributor to manager is fundamentally an identity shift from hero to coach. You stop being the one who solves the problem and start being the one who creates the conditions for others to solve it. — Hala Hanna, MIT Solve
3. FROM DOING TO DELEGATING
That transition is pivotal. The skills that make someone a strong individual contributor are different from those required to lead. I coach people to shift from doing to delegating, from execution to leverage, and to keep your arms wide, sweeping everyone forward with you. It starts with organization and clearly defining outcomes. Then it becomes about motivating others, listening closely, and giving direct, transparent feedback that drives growth. That’s our ethos: inspirational, direct, driven, empowering, and agile. — Meredith Rosenberg, NU Advisory Partners
4. SHIFT IN APPROACH
A manager must step into a founder/owner mindset. They shift from an individual approach to one in which they look to their team as a tool towards achieving organizational goals. Importantly, they stay close to the work that happens as an individual contributor, because the nuances of that work inform their leadership. — Michael Tannenbaum, Figure
5. LEAD QUIETLY SO OTHERS CAN SHINE
I tell people the move from individual contributor to manager is a complete mindset shift. You stop being the hero and start building them, multiplying impact through others. The focus moves to people and outcomes and how we get there quickly, intelligently, without fear. It starts with delegation, clear intent, honest feedback, and disciplined listening. Most of all, treat everyone like real human beings. Great managers clear obstacles, create air cover, and lead quietly so others can shine. Leadership is trading the dopamine of doing for the leverage of coaching. If you don’t feel the weight of it, you’re probably not doing it right. — Peter Smart, Fantasy
6. NO LONGER BE THE SMARTEST PERSON IN THE ROOM
I believe the transition from individual contributor to manager is about shifting from being the expert to empowering experts. As a manager, your job is no longer to be the smartest person in the room, but to build strong teams and clear their path. I encourage leaders to develop a deep understanding of the work so they can support with credibility while giving trust and freedom to their teams. Great managers connect dots, people, and possibilities to help others perform at their best. — Ben Jeffries, Influencer
7. PROACTIVELY HOLD BACK
It’s the hardest jump in leadership. As an independent contributor, you’re rewarded for doing. As a manager, you have to proactively hold back, which is uncomfortable for high performers. I give three rules: Stop rescuing. Define outcomes, not steps. Measure success by how well the team performs without you. At some point, leadership isn’t about being the most capable person. It’s about creating an environment where capability multiplies. — Emily Kortlang, Yerba Madre
8. DEVELOP DIFFERENT SKILL SETS
High-performing individual contributors excel in their specific area of focus: the quality, consistency, and impact of their work. That doesn’t mean they can automatically shift to manager with additional responsibilities. It’s important for them to develop different skill sets—especially if this is their first time managing people. Coaching and directing work can help people learn how to effectively delegate, when to empower their teams to make the decision, and how they give meaningful feedback at various points throughout a year, not just at an annual review. — Nathan Friedman, Understood.org
9. VALUE OTHERS’ CONTRIBUTIONS MORE THAN YOURS
Once you truly value the contributions of others more than your own, then (and only then) are you ready for leadership. — William H. Dodge, P-U-B-L-I-C
10. LEADERS ABSORB THEIR TEAMS’ FEARS
The key behavioral shift here is that leaders absorb their teams’ fears. Periods of uncertainty are a given, so I tell my managers: Don’t pretend to have all the answers, just be the steady hand that hears your teams’ concerns, and reflects the real opportunity back to them. — Khozema Shipchandler, Twilio
11. DO THEY ACTUALLY WANT TO MANAGE?
Management isn’t automatically a promotion. It’s a different job. Being a great individual contributor is about mastering your craft. Being a manager is about helping others master theirs. When someone says they want to move up, we talk about what they actually want. Do they like building things, or do they get energy from coaching others? Your wins come through your team. Some people love that. Some don’t. If they’re serious, we focus on a few fundamentals: defining success, communicating constantly, and resisting the urge to fix everything yourself. Good managers create clarity. They don’t rescue. — Logan Mulvey, GoDigital Music
12. EXTREME OWNERSHIP
We recommend embracing three essential core principles, starting with radical candor. We’ve brought in renowned leadership coach and author Kim Scott to talk about the importance of providing honest and respectful conversations with team members, even in challenging times. It’s very effective. Leaning into extreme ownership is key to building a cohesive, accountable team. Finally, taking a clean escalation approach to problem-solving will help demonstrate critical thinking and build credibility. — Leerom Segal, Klick Health
13. UNDERSTAND THEIR GOALS
When I coach team members on this transition, I want to understand why they want to be a manager. For many it’s because of pay, perceived status, or the view that they need to progress “up.” These are not good indicators of success, as the skills required for success as a manager differ significantly from those of a top performing individual contributor. The best solution for these talented individuals is to provide them a path to seniority that allows them to focus on their strengths and interests. This is especially true for highly technical roles where talented individuals can be a huge multiplier in a business. — Tony Grimminck, Scribd, Inc.
14. PROACTIVE TRAINING
We developed the Tactacam Leadership accelerator program to create a “ready-now” talent pool. Upon successful graduation, participants are not merely given a certificate; they are formally designated within the company’s talent pool as “ready now” for promotion to the next leadership level. It creates a clear, tangible, and highly motivating career pathway for participants, answering the “what’s next?” question from day one. It also ensures that the investment in developing these leaders is realized through internal placements, strengthening the leadership bench and reducing recruitment costs. — Jeff Peel, Tactacam
15. THINK: LEADERS
I don’t think in terms of managers. I think in terms of leaders. You don’t need direct reports to start leading. Leadership begins with ownership of outcomes. If someone consistently drives clarity, accountability, and results, they’re already leading whether they manage people or not. Eventually, when someone proves they can lead outcomes, they’re given the opportunity to lead people. But the mindset comes first. Titles come later. — Elery Pfeffer, Nift
16. IT’S NOT ABOUT CAREER ADVANCEMENT
First I make sure they understand management is about caring for their employees, not about career advancement. So many people tell me they don’t want to manage people but they feel like they should to progress. In our company we create career progression paths as individual contributors to ensure people move to management roles for the right reasons. — Shely Aronov, InnerPlant
17. SHOW INITIATIVE
By example. We live and act our values and expect all team members to do so too. Those who show initiative can move to the role of managing others—others prefer not to. — Larraine Segil, Exceptional Women Alliance
