Why Your Best Hire Is Failing As A Manager

We examine the structural failure behind promoting high-performing individual contributors into management roles. Using a specific case of a top salesperson who became a bottleneck, we explore why technical excellence does not translate to leadership. The conversation focuses on the seven-week window where most new managers lose their team's trust, and how to recognize when you are still working as an individual contributor rather than leading people. We discuss the shift from doing the work to enabling others to do it, and provide concrete steps for making that identity transition without burning out.

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