It can be particularly challenging for a top-performing specialist to become a people manager.
Often specialists are promoted to managers because of their ability to reach technical performance goals consistently.
This might make your new role particularly challenging. Why? Because you need to let go of most of what you’re great at and start delivering results through others.
Some specialists tend to stay in the technical role as they become managers. Thus, they focus is on the wrong skill set.
In this video you can learn why it’s so important to delegate and avoid micro-management when you become a people manager (pro only):