James, a vice president in a medical tech firm, was seen as a working manager rather than a leader. His expertise kept him tethered to execution-heavy tasks, preventing him from developing a future vision. High-performing employees often experience 'quiet promotions,' where their competence hinders advancement. Transitioning from a reliable doer to a strategic leader involves learning to delegate and letting others step up, as demonstrated by James’s experience of presenting to leadership without his boss intervening to save him.
James was known for his composure in crisis and passion for learning, earning him the role of vice president of technology. However, his exact reputation began to hold him back.
The shift from being a dependable doer to a strategic leader requires delegation. Instead of stepping in to save the individual, empowering them to face challenges yields growth.
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