From IC to Manager: The 3 Mindset Shifts That Actually Matter

One of the most challenging transitions in my career was moving from an Individual Contributor (IC) to a Manager. I had been mentoring people for years before officially moving into the role, and I had even taken leadership training. While both helped prepare me for the transition, I soon realized they weren't enough to turn me from a "manager" into an effective leader.

Here are the three critical mindset shifts I’ve learned over the years that helped me move beyond simply managing people to leading the next generation of professionals.

1. Shift from Doing to Enabling

One of the first things I was taught in management was how to “get the monkeys off your back”—which is shorthand for learning how to delegate. This is a vital lesson that most new leaders struggle with. Because they are so used to being the ones who contribute and "do" the work, moving away from the front lines can be difficult.

What they don't always teach you—or perhaps I missed that day—is how to not only delegate but enable your team in the process. Many first-level managers tend to stay "hands-on" with daily tasks. The real switch is learning how to be strategic about what you delegate.

Your job is to help your team grow. One of the best ways to do that is by assigning tasks that specifically challenge them. Being strategic about delegation helps your team evolve and work more efficiently. Remember: repetitive tasks aren’t going to help you grow anymore; switching to a strategic mindset will.

2. Stop Telling, Start Asking

There is a time and place for the autocratic "commander" leadership style—keep that for crisis management and time-sensitive emergencies. In your daily work, telling your team exactly how to do things is a great way to demotivate them and stunt their growth.

Instead, ensure your team understands the desired outcome and allow them to develop the solution. While seasoned professionals can usually run with this, your junior team members will need coaching. Ask them questions to understand how they plan to approach the problem.

Don't stop there—ask them what the downstream impacts of their decision might be compared to the alternatives. I often ask my senior-level team members the same thing. This applies to more than just assignments; when a team member brings you a problem, encourage them to bring three possible solutions to discuss as well.

3. From Output to Outcomes

Measuring a team's success solely by "output" (the number of tickets closed or lines of code written) will eventually cause the team to focus on the wrong metrics. Instead, focus on outcomes. Ensure your team is providing the maximum possible value to the organization.

As an IC, you likely focused on immediate results and completing your work as quickly as possible. As a leader, you must think about the "Big Picture."

Even if you have a Project Manager, you are still responsible for ensuring your team is doing the right work. You don't have to carry this burden alone—involve your team in requirement gathering. When they understand the "Why" and how the data will be used, they become partners in the value chain rather than just order-takers.

This also requires "leading up and across." It’s common to work with stakeholders to prioritize their requests, but do you ever help them understand the full scope of what’s on your plate from other teams? Does executive leadership understand the value your team brings? Many data teams lose resources because they are viewed as a "cost center." It's your job to translate their technical output into business value.

Bonus: Protect Your Team’s Time Over Your Own

You will hear me preach about Focus Time over and over. However, as a manager, your team always comes first. Your priority is ensuring they can get the most out of their day.

• Encourage Focus Blocks: Help them defend their calendars.

• DEAD Days: Consider a "Drop Everything And Develop" day once a month or quarter.

• Monitor Meeting Load: Keep tabs on how much time your team spends in meetings versus doing the work.

• Manage Intake: Protect them from "unplanned work" (stakeholders messaging them directly instead of using your intake process).

So, Where Should You Start?

This transition doesn’t happen overnight, and it’s not a destination you reach and then stop. Strong leadership requires a commitment to continuous evolution.

Here is how I suggest you begin:

Analyze and Plan: What are your current strengths and weaknesses as a leader? Ask for feedback—not just from your own boss, but from your team as well. Pick the one area that would make the biggest impact if improved. Break that goal down into bite-sized pieces.

Conquer: Execute your plan. Start checking items off your list and don’t hesitate to make adjustments on the fly. Treat your leadership growth like a project: add due dates and review your progress weekly. And don’t forget to celebrate your wins along the way!

Evolve: Continue to update your plan. Don’t just move to the next item on your initial list. As you grow, your perspective will change. Re-assess regularly to uncover new blind spots.

Remember, this is a journey. It is 100% okay to take detours or change your end goal as long as you keep moving forward.