Many brand new managers still think they're chess pieces when they really need to become chess masters.

They're still trying to be the knight, the rook, the queen. Moving themselves around the board, executing tasks, and solving problems directly.

But the moment you become a manager, the game changes completely.

You're not a piece anymore. You're the strategist sitting behind the board, working out the next move and the three moves after that to win.

This fundamental misunderstanding explains why so many technically brilliant individual contributors struggle when they step into leadership roles. They're playing by entirely the wrong rules.

The Individual Contributor Trap

Nobody becomes a manager without climbing the ranks first. You start junior, get promoted, and advance again.

For years, maybe decades, you build habits as an individual contributor. You're responsible for your own actions, for delivering everything yourself.

You develop what I call "doing" muscle memory.

Then you get promoted to manager. Suddenly, your job isn't to do the doing anymore.

Your job is to enable your team to do their best work.

The problem? Those individual contributor habits don't just disappear. They're deeply ingrained, formed over years of being personally accountable for every outcome.

I've watched managing directors struggle with this exact transition. They want to know why something was done, how it was done, who did it, whether it's right, and whether they would have done it differently.

They end up directing teams to do things exactly as they would have done them.

This approach actually delays results. Worse, it strips accountability and responsibility from team members who were hired precisely because they bring different experiences and approaches.

The Humility Revelation

The breakthrough moment often comes as a complete surprise.

A manager watches their team achieve something better than expected. Not just meeting objectives, but exceeding them through a completely different approach than the manager would have taken.

You only need a couple of these moments for an open-minded manager to realise something profound.

Their job isn't to have all the answers. Their job is to enable their team to do the best work of their careers every single day.

Think about Mike Golding in the BT Global Challenge yacht race. He set himself an extraordinary goal across seven stages of racing around the world against prevailing winds.

By the end of the race, he wanted to be able to sit below decks doing nothing while his crew handled everything above.

He achieved this by training every crew member to be an expert at their specific role and how to interact with each other. His crew won five out of seven race stages.

Golding was doing an enormous amount by enabling everyone else to excel at what they did best.

When teams underperform, the manager's role isn't to step in and do the work. It's to coach them, to enable them to achieve based on their own skills and experiences.

The Mathematics of Strategic Impact

Here's what most new managers miss about leverage.

As an individual contributor, you might complete hundreds of tasks in a day. As a manager, you might make just one decision.

That single decision can have exponentially more impact.

When your decision ripples through 10, 15, or 20 people, enabling them to become more efficient and effective, you create a compounding effect that no individual contributor's work can match.

This is the mathematical reality of management that most people never grasp.

One strategic choice outweighs hundreds of tactical actions.

Managing the Fear of Letting Go

The transition from direct control to strategic influence terrifies most managers.

When you're no longer directly controlling outcomes, fear becomes your constant companion. You feel unsure, especially at the beginning.

Many managers handle this fear poorly. They retreat into micromanagement the moment pressure increases.

But there's only one way through: feel the fear and do it anyway.

You have to trust the process. The longer you operate as a strategist rather than a doer, the more evidence you accumulate that this approach works.

Success builds confidence. Confidence enables more strategic thinking. More strategic thinking creates better outcomes.

It becomes a reinforcing cycle, but only if you can survive the initial discomfort of not being in direct control.

The Flat Structure Advantage

A deliberately flat management structure forces this evolution.

Without traditional hierarchies, you can't rely on command and control. You'll need to be clear about roles, responsibilities, and how different departments interlock.

Everyone takes responsibility for the end result without needing a manager to direct every action.

This only works when managers truly become enablers rather than controllers.

Flat structures don't eliminate the need for leadership. They demand better leadership.

When you remove the safety net of hierarchy, strategic thinking becomes essential for survival.

The Coaching Imperative

Here's what separates managers who successfully make this transition from those who retreat into micromanagement when things get challenging.

The successful ones have coaches.

You need accountability coaching. You need someone with experience who has been in your position before, helping ensure you don't revert to old patterns under pressure.

This isn't optional. It's the single most fundamental difference between managers who evolve and those who remain trapped in individual contributor thinking.

Without external guidance, the gravitational pull of familiar habits becomes overwhelming during challenging moments.

A coach keeps you focused on your actual job as a manager: enabling others to excel rather than trying to excel at everything yourself.

The Strategic Mindset

The chess master doesn't move pieces randomly. Every decision considers the current position and multiple moves ahead.

Similarly, strategic managers think in systems and sequences. They understand that their primary value comes from positioning their team for success, not from personal task completion.

This requires a fundamental identity reconstruction.

You're no longer the person who gets things done directly. You're the person who ensures things get done through others, often in ways better than you could have managed alone.

The transition feels uncomfortable because it is uncomfortable. You're rewiring decades of professional identity.

But organisations that support this evolution, through coaching and clear expectations, unlock exponential capability increases across their entire management layer.

The game changes when managers stop trying to be the best player and start focusing on creating the best team.

That's when real leadership begins.