Navigating Leadership Transitions: From Expert to Leader

Source: esindeniz/123rf

How often do you think of your identity as evolving?

Many people feel that their identity is fixed and not subject to change: “I am a lawyer”; “I am a technical expert”; “I am hardworking”; etc. But maintaining the same mindset and identity can limit you—especially when you are looking to move from expert to leader.

Moving into a leadership role involves not just a shift in role and responsibilities but also a mindset shift and the adoption of a new identity. If we have spent years identifying as a technical expert (whether an engineer, development worker, or specialist), it can often be difficult to let go of that belief and its accompanying behavior. We may have closed our mind to other possibilities, and this can also limit how others see us and our leadership.

Psychologist and author of Think Again, Adam Grant, calls this “identity foreclosure," which can get in our way when making the leap from being a technical expert or good implementer to being a successful leader.

Understanding Identity Foreclosure

Adam Grant's concept of identity foreclosure provides valuable insights into the challenges individuals face during leadership transitions. Identity foreclosure, as defined by Grant, is a psychological phenomenon whereby individuals prematurely commit to a particular (usually familiar old) identity or role without exploring other possibilities. This can manifest as an unwillingness to step outside their comfort zone or relinquish control.

Adam Grant calls it “the act of settling in a choice and losing years of our lives to that one decision because of our inability to re-think our plans.” He even says that “Identity foreclosure can stop us from evolving.”

Grant's research on identity foreclosure suggests that when individuals strongly associate themselves with their current role, they may resist pursuing leadership positions because it challenges their established identity. At the very least, if they do take up leadership positions, they feel uncomfortable and find it hard to shake off their old behaviors, habits, and mindsets.

Grant's work emphasizes the importance of remaining open to exploring different roles and identities during career transitions. By doing so, individuals can navigate leadership transitions more effectively, avoiding the limitations of identity foreclosure and allowing them to authentically adapt and grow into their new leadership roles. But what is authenticity?

Authenticity

Authenticity is commonly defined as being true to oneself, maintaining coherence between words and actions, or staying true to one's values. Professor Herminia Ibarra, author of "The Authenticity Paradox," warns against oversimplified definitions that can stifle growth and limit a leader's impact. She suggests that if authenticity means "being true to self," it raises the question: Which self? As we grow, we embody various selves, depending on the roles we assume in life, and these selves evolve and transform, through new experiences and responsibilities.

If authenticity is perceived as an unwavering sense of self, the very definition of "self" can limit us. What happens when we step outside our comfort zone or take on new duties that challenge our familiar sense of self?

Ibarra states that we often grapple with an "authenticity paradox" during career transitions, where we perceive a dichotomy between staying true to ourselves and our accepted identity (e.g., a technical expert) and doing what is necessary for success (e.g., promoting ourselves). This is further complicated by an ambivalence to doing things we don’t like. In response, we tend to adopt rigid, rather than experimental, thoughts and behaviors that can limit our ability to move toward our objectives.

Ironically, challenges to one's sense of self offer the most valuable lessons in effective leadership. Authenticity, therefore, should be viewed as an ongoing process.

Transitioning From Expertise to Leadership: Embrace, Experiment, Evolve

Effective leadership is fundamentally relational and hands-on. To transition successfully from being a technical expert to being a leader, we must practice, experiment, and take risks. This requires an open mindset that welcomes new possibilities and continuous learning. Here are three practical tips for taking your transformative journey:

1. Embrace your self as a work in progress: Allow yourself to develop and evolve your professional identity through practice, experimentation, and learning as part of your becoming or leadership emergence. Avoid pigeonholing yourself with limiting labels such as "technical expert" or "implementer." Recognize that transitioning to leadership often entails shifts in identity and embracing identities we may not have yet imagined!
2. Experiment: Challenge yourself to try new things, adopt new behaviors, and step outside your comfort zone. Volunteer for projects or task forces, collaborate with different colleagues, and explore alternative approaches to accomplishing goals. Through experimentation, we evolve and transform. A willingness to challenge your old habits and behaviors is essential for personal growth and leadership effectiveness.
3. Evolve your self: Conduct an audit to regularly assess your career aspirations and/or your leadership identity. Consider asking yourself the following questions: Where do I want to go and grow now; the next three years? What does this mean for how I show up? What needs to change? The idea is to review to what extent your needs/wants/values have changed and identify where you need to pivot, accept differences, and realign yourself to your (updated) goals and values.

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Continual Growth and Evolution

Leadership is a dynamic process that involves experimenting with different facets of your identity as you adapt to new challenges and circumstances. Having an open mind allows you to explore more possibilities, so take time to reflect on what you want your future self and leadership identity to look like.

Navigating identity foreclosure allows you more choice and also enables both you and others to see you as a leader.