20 Years at IBM - Shift from an Operator to a Leader

There's a point in every leader's career where you shift from an operator, to a leader and it's not always an easy transition.

20 years at IBM taught me how to deliver. Targets, reviews, structured progress. 

You get brilliant at operating at scale, and the system rewards you for it. 

So when I moved into leadership, I did what I'd always done.

I stepped in. I problem-solved. Putting out fires. I used the experience I'd spent two decades building.

But being a good operator or manager doesn't mean you become a great leader automatically. 

They're not the same thing.

The temptation when you're at the top is to step in and problem-solve. 

Quite frankly, most people won't stop you from getting stuck in and giving others the right answer. 

But that's not always the most rewarding solution. 

Here's what I had to unlearn: 

→ Being a great operator doesn't make you a great leader

→ Your instincts are useful, but don't jump in too early

→ Empowering others IS part of the job 

→ Taking the shortcut isn't necessarily the fastest route - it's a longer game

Because the moment you take over, you're stopping others from growing. You stifle their creativity.

And what's your most valuable asset as a leader? 

Not your ideas. 

Not your instincts. 

Your people. 

And your job is to make them better, not just at the technical skills, but as people. 

Help them develop their EQ, their soft skills. 

Let them make the call and encourage them to challenge you.

That's how things get better and how you grow a great team around you.