When I was first promoted into management I held on to a couple of customer projects.
Weeks turned into months, months turned into a year and I still hadn’t shed my individual contributor duties for those clients.
It stunted my growth.
Why?
Because managing a team is a fundamentally different job than whatever put you at the top of the individual contributor ranks. Totally different.
So when you get there, don’t do like I did.
Come up with a transition plan for your customer responsibilities so you can sink your teeth into the next big learning opportunity: being a people leader.
Am I the only one that made this mistake?
