In many Australian organisations, the pathway to leadership often rewards technical brilliance. High-performing specialists are promoted into management roles because they deliver results. But here’s the rub: the skills that made them successful in their previous role don’t automatically translate into effective leadership.
Suddenly, they’re not just managing tasks—they’re responsible for people. Simon Sinek reminds us: “Leadership is not about being in charge. Leadership is about taking care of those in your charge.”
This shift is profound. And for many mid-level and senior managers, it’s where the wheels start to wobble.
The Common Scenario
An experienced engineer in Sydney is promoted to a team leader role. She’s brilliant at solving technical problems, but now her team is disengaged, collaboration is low, and turnover is creeping up. Why? Because she’s still operating as the “expert” rather than the “enabler.”
This isn’t an isolated case. Across Australian workplaces—from government agencies in Canberra to tech firms in Melbourne—the same pattern emerges. Promotions reward competence, not capability. And organisations assume leadership skills will “develop naturally.”
Spoiler alert: they don’t.
Why Technical Stars Struggle
Three traps explain why this happens:
- The Expert Identity: Managers cling to technical authority, micromanaging instead of empowering. They believe their value lies in having all the answers.
- The Comfort Zone: People skills feel intangible, so they default to what they know: tasks, metrics, and deadlines.
- The Invisible Skillset: Emotional intelligence, coaching, and trust-building aren’t taught in most technical career paths.
Jack Welch summed it up perfectly: “Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.”
The Cost of Standing Still
When managers fail to evolve, the impact ripples across the organisation:
- Disengaged Teams – Employees feel unsupported and undervalued.
- Innovation Stalls – Psychological safety evaporates and ideas dry up.
- Burnout Spikes – Both for the leader and their team.
As Ginni Rometty said: “Growth and comfort do not coexist.”
Upskilling isn’t optional; it’s survival.
The Mindset Shift
Moving from “I deliver results” to “I develop people” requires reframing leadership as service, not status.
Simon Sinek says: “The responsibility of leadership is not to come up with all the ideas, but to create an environment in which great ideas can thrive.”
This means:
- Listening more than talking.
- Coaching instead of commanding.
- Building trust before demanding performance.
Patrick Lencioni suggests: “Teamwork begins by building trust. And the only way to do that is to overcome our need for invulnerability.”
5 Practical Steps for developing Manager capability
If you’re responsible for growing or developing these managers, here’s how to close the capability gap:
1. Diagnose the Gap:
Use 360-degree feedback and engagement surveys. Look for patterns: low collaboration, high attrition, poor morale.
2. Invest in Leadership Development
Not a one-off workshop. Think ongoing coaching, peer learning circles, and experiential programs. In Australia, many organisations are adopting blended learning—combining online modules with in-person leadership labs.
3. Model the Behaviour
Culture cascades from the top. Show vulnerability, prioritise people over process, and share your own learning journey.
4. Reward People Leadership
Shift KPIs beyond technical delivery. Recognise managers who grow talent, not just hit targets.
5. Create Psychological Safety
Encourage curiosity, not fear. As John Quincy Adams said: “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.”
Workplace Example
Consider a mid-sized Canberra-based government agency that introduced a “Leadership for Impact” program. Instead of focusing on compliance and technical mastery, the program emphasised coaching conversations, empathy, and resilience. Within 12 months, engagement scores rose by 18%, and internal mobility increased—because managers were finally equipped to lead people, not just projects.
The Takeaway
Technical brilliance is valuable—but it’s not leadership. The future belongs to managers who can balance competence with compassion, authority with empathy.
One last quote from leadership guru, Simon Sinek: “A team is not a group of people that work together. A team is a group of people that trust each other.”
Your role as a senior leader? Make sure your managers don’t just manage—they lead.
Call to Action
What is your organisation doing to upskill managers beyond technical expertise? If you’re ready to build leaders who inspire trust and unlock potential, start the conversation today.
Reach out to The Workplace Coach today and explore how coaching can elevate your leadership style and help you be even more effective in your role.
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