From expert to leader
How to develop yourself from a specialist/expert into a people's leader
Many of us begin our careers as specialists—whether in finance, marketing, law, or medicine—and eventually face the challenge of leading a team. However, leadership demands different competencies than specialized work. While we as experts draw confidence from visible results, the leadership role requires inner security and trust in yourself, clear communication, psychological safety, and the ability to support people in their development.
The Inner Voice as a Compass
Before diving into practice, it’s worth taking a moment for introspection. Which voices are speaking to you in your inner dialog:
Confident voice: “I’ve earned this new position and belong here.”
Diligent voice: “Whatever I don’t accomplish during the day, I’ll finish in the evening.” – dangerous, as it keeps one stuck in the expert role.
Anxious voice: “I’m afraid of this role.” – here, coaching and conscious development can help.
Only those who understand their inner voices and mindset can take the next steps toward effective leadership.
Here are som
Key Principles of Successful Leadership, which good people’s leaders need to take to heart:
From the tyranny of the urgent to the art of the long-term: Move away from micromanagement toward strategy and people leadership.
Build trust and psychological safety: Teams can only communicate openly when they feel safe.
From details to the big picture: Confidence must stem from inner clarity, not Excel spreadsheets.
Lead through questions: Good questions help teams develop their own solutions.
Set clear expectations and rules: Without shared understanding of processes and consequences, uncertainty arises.
Help others manage their own weaknesses: This only works if you don’t get frustrated with others.
Love and praise your employees at every opportunity: This creates a positive, energetic, and supportive atmosphere.
My advice to you, dear reader: Take one of those principles and apply it in practice, in business, at school, or at home. Because: Everyone is a leader in her or his circle of influence.
Practical Example
Just recently I heard a middle aged leader say about another much younger employee: He is just too stupid and unwilling to do the task. He was not even interested in learning it. And for me it was a waste of time to even help him. This is not leadership. This is letting someone younger alone in the learning process. Instead this leader should have applied the above rule: Help others manage their own weakness. This only works if you don’t get frustrated with others.
So for you as a leader the task is: Don’t get frustrated - but support and help.
Avoiding Common Mistakes
Agreed-upon items are not implemented.
Stakeholders are not involved in decision-making.
Poor listening and unclear communication.
Lack of follow-up and consequences.
It is your responsibility as a leader to ensure that these—and other—mistakes do not happen, or at most occur only once (twice at most).
Continuous Development
Leadership is a process that takes years. Learning, observing, reading, and consciously developing your own perception are essential. Only those who understand themselves well and truly know their team can lead successfully in the long term.
Warm regards,
Alexander Schwedeler