The hardest transition in technology is from being the person with the answer to being the person who builds answers.
The strongest individual contributors are promoted for a capability they must then stop using at the same intensity. That is the whole difficulty of the transition.
Early leadership coaching should focus less on delegation mechanics and more on identity. What is this person's contribution now that shipping is no longer theirs?
A useful reframe: your output is now the quality of decisions made when you are not in the room.
Expect a dip. Leaders who are warned about it recover far faster than leaders who interpret it as evidence of a mistake.
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