Scaling Yourself: Shifts That Transform Great Doers Into Great Leaders
Unlock the mindset, systems, and strategies needed to lead teams effectively
Transitioning from a hands-on, execution-heavy role to a strategic, scalable leadership role is one of the most challenging yet essential shifts any emerging leader can make. It requires introspection, a redefinition of success, trust in others, and the ability to accomplish goals through delegation rather than doing everything yourself. It can be a difficult transition to make often peppered with uncertainty, imposter syndrome, and other emotions that can leave you feeling like you’re just not ready.
Moving into a leadership role is a major step, requiring a shift in perspective. From a scale standpoint, it mirrors how non-human systems grow: through structure, feedback loops, and coordinated effort.
Over the past six and a half years working as a fractional executive and leadership coach with various companies, I’ve witnessed how these transitions play out across roles and industries. While each situation I’ve encountered has been unique, some common patterns consistently emerge that can be addressed.
Through this lens, I’ve identified five critical shifts that help emerging leaders succeed early and sustainably.
Shift 1: Recognizing When It's Time to Evolve
Leadership styles that once made you indispensable can eventually make you the bottleneck. Many of the best technologists I’ve worked with have become addicted to the dopamine hit of personal accomplishment. I was no different! Transitioning from software engineer to team leader revealed to me pretty quickly that I was more adept at solving problems than leading people. My mentors and managers let me struggle just enough before stepping in with guidance. Working my way through that process taught me a lot about how new leaders are prepared for a completely different role from what they’re used to.
Many first-time leaders begin as "player-coaches," a role that demands constant judgment calls about whether to execute or lead. Signs it's time to shift toward the coach role include constant interruptions, being the go-to person for every decision, and feeling stretched too thin as a result.
When you hit this point, it's time to rethink your priorities. Stop asking, "How much can I get done?" and start asking, "How can I enable my team to get more done?" Often, your personal output is no longer your greatest asset. Your ability to amplify your team's performance is.
A common mistake is waiting too long to let go, assuming your team will naturally adapt. They usually won’t, not because they can't, but because they rely on your expertise. They need to scale just as you did, and that requires your support in the form of teaching, mentoring, and ensuring they have the resources to succeed. These are now your most important tools.
Shift 2: The Art of Delegation
Leaders become bottlenecks by holding too tightly to execution. Delegation isn't about offloading tasks, but rather, it’s about growing new leaders. It means transferring ownership, building confidence, and empowering others to make decisions and learn from mistakes. For a deeper dive, see my first article on delegation.
When you shift from doing to empowering, you multiply your team's capacity and resilience. Coaching team members through challenges equips them with the tools to navigate future challenges with less of your assistance.
A quick delegation checklist:
Define success clearly
Agree on check-ins up front
Stay out of the "how" unless asked
Shift 3: Building the Machine, Not Just the Product
As a leader, your role evolves from building something directly to leading and maintaining the team that does the building. In this scenario, scale comes from replicable systems, not personal heroics.
That means putting the right people, tools, and processes in place. In a software engineering context, this might look like:
Structured onboarding programs
Peer-led code reviews
Quarterly technical roadmap reviews
McKinsey research shows that companies that invest early in scalable management systems grow their revenue 2.3 times faster than their peers. Your job is to build systems that ensure consistent, high-quality output, even when you're not in the room.
Shift 4: Redefining Relationships and Staying Accessible
A common fear is becoming "out of reach" as a leader. But scaling doesn't mean disappearing. It means being more intentional with your presence.
Stay accessible by:
Holding regular one-on-ones
Practicing active listening and resisting the urge to fix too quickly
Asking guiding questions like, "What do you think the next step is?" or "Who else could help you figure this out?"
Another fear: losing technical relevance. I experienced this myself. To stay sharp, I continued reading and prototyping small projects. Evolving into a leader doesn't mean letting your skills stagnate; it means finding new ways to keep learning.
This approach strengthens critical thinking and keeps support lines open. It's not about solving problems solo. It's about empowering others to solve them confidently.
Shift 5: Embracing Discomfort as a Growth Signal
Discomfort isn’t a sign of failure. In fact, it’s proof that you’re growing. The transition from doer to leader is disorienting because the metrics of success have changed.
Letting go, trusting others, and focusing on broader outcomes is going to feel uncomfortable. That’s normal. Growth happens at the edge of your capabilities. Imposter syndrome may creep in, but remember that the people who placed you in a leadership role believed in your potential. They’ve been there too. Lean on them for support and ask questions when you have them.
Mindset tip: Reframe discomfort as a sign of evolution, not a warning sign.
You Can Do This!
Redefining your role from doer to leader is both an emotional and intellectual transformation. It takes reflection, patience, and the courage to shed old habits in favor of scalable practices.
By recognizing when to evolve, mastering delegation, building resilient systems, maintaining relationships, and embracing discomfort, you not only grow as a leader, you set the stage for your team's and company’s growth.
You’re no longer just building great products. You’re building great teams, strong cultures, and scalable organizations.
That’s where real leadership begins.