The article reflects on the author's experience transitioning into a leadership role, grappling with self-doubt and feelings of inadequacy when addressing seasoned leaders. The pivotal moment came when their manager suggested that they focus not on being the expert but on facilitating the collective expertise present in the room. This approach reshaped the author's understanding of leadership and value, emphasizing collaboration over individual knowledge. The narrative underscores the importance of rebranding oneself in new roles, recognizing the power of promoting others' skills and knowledge as essential to effective leadership.
"Who am I to tell them how to make decisions?" This anxiety-induced thought played like a broken record in my head as my first leadership training event approached.
The question posed by my manager transformed my relationship with expertise for a lifetime: "What if your job is not to be the expert, but to facilitate the expertise in the room?"
Instead of being the expert, I had to rebrand myself as a leader who could facilitate, promote, and grow the expertise around her.
This new role pushed me out of the payment division into the retail branch banking side. In other words, it was way out of my comfort zone.
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