{"id":2404,"date":"2023-04-19T18:52:47","date_gmt":"2023-04-19T16:52:47","guid":{"rendered":"https:\/\/aktasens.fr\/?p=2404"},"modified":"2024-06-07T16:17:08","modified_gmt":"2024-06-07T14:17:08","slug":"manager-expert-versus-manager-leader-comment-arriver-a-faire-evoluer-sa-posture","status":"publish","type":"post","link":"https:\/\/aktasens.fr\/en\/manager-expert-versus-manager-leader-comment-arriver-a-faire-evoluer-sa-posture\/","title":{"rendered":"Expert Manager versus Leader Manager: How to evolve your approach?"},"content":{"rendered":"
\n\t\t\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

When you have held an expert position in your field for years
(sales, engineering, etc.) and you are offered the opportunity to progress towards a manager position<\/strong>, which, moreover, may lead you to manage former colleagues, how to go about it develop your leadership<\/strong> And how to temper your expert manager stance? What are the most common difficulties encountered in this situation and what tools are available to overcome them?<\/p>

In this article, you will discover what might be blocking you and what might help you
allow you to take your place as leader manager<\/strong>, and what are the
benefits for you, your employees and your company.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t

The difficulties encountered in the transition from expert manager to leader manager:<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

It's sometimes easier to manage a team whose work you don't know well, allowing you to focus on the required expertise: management. Yes, being a manager is a real profession, and one that requires very specific skills.<\/p>

When you progress to a management position as an expert in the field of the team you supervise,
The advantage is that you know the business, its inner workings, processes, and pitfalls, and you can adopt an advisory\/mentor role. On the other hand, it can be more difficult to step back and fully embody your leadership role. Here are some of the challenges you might encounter:<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t

To detach oneself from the role of operational expert:<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

You may be tempted to continue working on your old "field" topics and spend more time on them than necessary.,<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t

Difficulty finding the right balance in relationships with former colleagues:<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

You may find it difficult to envision evolving relationships with your former peers and may try to do too much or too little: being too distant or too friendly, struggling to manage difficult situations and give and receive feedback.,<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t

Having difficulty taking a step back and continuing to manage operational emergencies:<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

Out of habit, you can fall into the trap of immediate reactions and get caught up in daily emergencies.,<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t

Having difficulty letting go, delegating, trusting, and empowering others:<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

This is one of the biggest difficulties I've observed among expert managers. Indeed, this
It can be difficult to delegate and not do things for others. You may have
You tend to have the following thoughts, which can be debilitating: "It will be faster if I do it myself," "They won't do it the way I want," "I have no one to ask."
"Delegate," "My team already has too much to do"...<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t

Difficulty managing ambiguity and uncertainty:<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

Operational work is concrete, tangible, and the actions are clear. Managing, however, can mean taking risks without having all the data and overcoming doubts and concerns about the future.,<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t

Difficulty asking for support and acknowledging one's vulnerability:<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t

Sometimes, you may think that you are expected to be an unshakeable rock, and this can prevent you from asking for practical or emotional support and from accepting and assuming your status as a human being, with your qualities and flaws and the need to be supported as well, like any other person.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
\n\t\t\t\t\t

Tools to facilitate the transition to a leadership management style:<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\tFirst, the difficulties described above are not inevitable, and the first thing to do is not to overwhelm yourself or criticize yourself, but to accept them with kindness and identify what is hindering your development as a manager and leader with self-compassion and kindness. Here are some practices you can apply to feel more at ease:\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

Understanding the differences and complementarities between the roles of manager and leader:<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"diff\u00e9rences\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

Understanding the three pillars of leadership:<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"attentes\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t