A two-part series on the perils of being a high-achieving leader and the common Superhuman Traps that seem to drive your career forward but instead quietly undermine your leadership.
Whether leadership was always your plan or you stumbled into it, one thing is certain—you were damn good at your job as an individual contributor. If you hadn’t been, you wouldn’t be a leader now. So to be a great leader, you just keep building on those skills, right? Actually, no. Because what got you into this role won’t make you a great leader.
Wait, what?
People leadership doesn’t follow conventional rules or predictable growth patterns. Some days, it seems to defy every logical, statistical, and scientific law we know. Sound familiar? What other skill set requires one set of ‘rules’ to get you in the door, only for an entirely new set to apply once you’re inside—and worse, the rules you’ve mastered actually start working against you?
And here’s why comparing here and there matters: Gallup found that 70% of the variance in team engagement is determined solely by the manager. So if you’re relying on what worked as an individual contributor, you could be undermining your team’s potential—and your own growth as a leader.
If you’re wondering how to get ‘there’ in leadership and let go of the habits that got you here, we’ve outlined 4 tips to help you sidestep the ‘superhuman’ leadership traps and stop being held back by your focus on what worked in the past.
Tip 1: What got you here? Doing. What will get you there? Developing.
Not many people make it into leadership without being known as reliable, capable, and someone who gets sh*t done. That reputation sets up some tough expectations—from others and yourself—that you’ll keep being the person who single-handedly makes things happen.
But, the shift from counting only on yourself to relying on your team to deliver can be uncomfortable. It’s no longer about you building the complex spreadsheets, financial models, or forensic analysis. Can you do it? Absolutely—and probably better than most. But now your role as a leader is to develop those around you so they can become just as competent. Your success is no longer defined by what you do but by what they achieve.
How this used to sound:
“Sure, no problem, I’ll have that completed by next week.” (Which meant you’d likely have it done early and with zero mistakes.)
How it needs to sound now:
“I know you’re interested in growing your skills in this area, so I’d like you to take on this stretch assignment. Let me know what support looks like as you dig in. I’m here to help, but I encourage you to give it a try. When you have questions, bring them to me along with any solutions you’ve thought of, and we’ll go over them together. How does that sound?”
How to shift your mindset:
You need to get comfortable stepping back, even when you know you could do it better or faster yourself. Leadership isn’t about proving your capabilities anymore—it’s about empowering others to prove theirs.
Challenge yourself to resist the urge to “fix” things the moment you see them going off-track. Instead, ask yourself: If I step in now, am I helping or holding them back? This is about patience. It’s letting your team struggle a little—not to watch them fail, but to help them learn.
Remember, you only got to where you are by struggling through it—now it’s their turn, and your job is to develop them, not do it for them.
Tip 2: What got you here? Being a Solo Star. What will get you there? Being a Team Builder
Let’s be honest: a lot of leaders think, “It would be easier if I just did it myself.” And you’re probably right. You likely excel at doing things on your own—that’s part of what got you into a leadership role. Being solely responsible for outcomes made you keenly aware of your own strengths and weaknesses.
But now, your job is to understand, manage, and leverage the strengths and shortcomings of others—and that can feel overwhelming. To truly shine as a leader, your success depends on making sure your team shines.
How this used to sound:
<thinking to yourself> “I can work on that tomorrow, finish the other project in three days, clean up the report next week, and package everything for senior leadership by the end of the week…” And you probably heard plenty of praise for your strong contributions to projects, teams, and the organization.
How it needs to sound now:
“Stephanie’s great with PowerPoint and presentations, John’s really developing his analysis skills, and Erin impressed me with the client she brought in last week. They’d make a strong team for this project. I’ll check in with each of them and set up a kickoff meeting.”
How to shift your mindset:
The shift from solo star to team builder is less about what you know and more about who you build. Leadership failures rarely come from a lack of technical expertise—they come from not cultivating strong relationships. Ask yourself: Who can I develop and trust to handle this? Shift from doing to developing, from executing to enabling. Building relationships—understanding your team’s strengths and weaknesses—is your focus now.
Tip 3: What got you here? Mastering Your Craft. What will get you there? Mastering Relationships.
Mastery. It sounds like the end destination–like you’ve hit the final level in Super Mario (that tells you what generation I’m from) and you’ve beaten Bowser. You’ve mastered your skillset as an individual contributor, and that’s exactly why you’re now in a leadership role. You probably spent years getting to that level of excellence, just to realize that mastery is actually a journey, and now it feels like the game has reset back to level 1.
How this used to sound:
“Sure, I’ll take the next advanced course, and I’ll put my hand up for the senior analyst role in that project so I can improve my [insert skill here].”
And you probably heard things like, “Go ask [insert your name], they’re an expert at this.”
How it needs to sound now:
“My success is now dependent on the relationships I build. I need to understand what others bring to the table and help them sharpen their strengths, even if they approach things differently from how I would.”
How to shift your mindset:
Instead of taking responsibility for the next technical task, take time to sit with people—ask questions, listen, and understand their needs, motivations, and challenges. Your real strength now comes from leveraging those relationships to get things done collectively.
Ask yourself: Am I still the go-to for every technical question, or am I creating space for others to step up? If you’re still the one everyone turns to for solutions, you’re not on your way to mastering your new role. Your success now depends on mastering relationships and ensuring others step into the spotlight.
Tip 4: What got you here? Problem Solving. What will get you there? Coaching
The more skilled you were as an individual contributor, the better I’d bet you were at problem-solving. But here’s the good news—you still get to use those problem-solving skills, but now it’s people problems you need to figure out. Which if we’re honest, are often more complicated than any tactical or operational issue you’ve dealt with before.
One of the most effective—and nuanced—leadership skills for solving people problems is the art of coaching. Think back to a complex problem you solved before becoming a leader—if someone had handed you the solution, you wouldn’t have learned much. But if you were lucky enough to have a leader who understood coaching, they likely asked the right questions to spark your own thinking. That’s your role now.
How this used to sound:
<thinking to yourself> “Okay, I need to finish the monthly reporting dashboard, but first I need to pull in last week’s data. If I adjust that formula, it might fix the issue from last time, but then I’ll have to double-check how it impacts the financial summary… Maybe I should just rewrite the whole process to simplify it—but that could take hours I don’t have.
How it needs to sound now:
“Megan, we’ve got a challenge with our monthly reporting dashboard. There’s a lot of complexity and interdependencies involved, and I think your problem-solving and analytical skills are a great fit for this. Give it a look, and let me know what kind of support you need from me.”
And when she comes back, maybe stuck on a step:
“You’re right, that’s a tricky one. If you set aside the current process we use for this report and focus only on the end result, what different approaches come to mind that we could consider?”
How to shift your mindset:
Instead of stepping in to fix the problem, focus on coaching others to find their own solutions. Ask yourself: Am I helping them grow, or just giving them the solution? Guide them with questions that push them to think differently, even if it takes longer than it would if you handled it yourself. Letting them work through challenges is how they learn—and how you lead.
It’s tough to put yourself back in the learner’s seat when you’ve reached a leadership role. It would be nice if what got you here were the same skills that guarantee success in leadership. In a way, they are a springboard, but if you approach leadership the right way, you’ll use that springboard to move laterally—and sometimes even step down—as you build new leadership skills.
Like a game of snakes and ladders, winning isn’t about climbing every ladder you see—it’s about knowing when to take a step back, change direction, and embrace the journey that truly leads to growth.
This blog was written by Tiffany Baker, an accomplished HR professional, Certified Coach, and MBA Career Coach and Educator. Her 15-year HR journey crosses multiple sectors – including private, public, not-for-profit, and academic – and encompasses a broad scope of leadership roles in operations, HR communications management, and advising on diverse people and leadership topics. Tiffany leverages this comprehensive background to drive her thriving coaching practice, which centers on empowering individuals to **avoid common leadership traps** as they discover, lean into, and own what makes them unique on their professional journey.
At Upskill Consulting, we empower leaders to break free from the traps of ‘superhuman leadership.’ Many leaders fall into the misconception that the skills that got them to the top will ensure continued success. However, true leadership requires staying open to learning, knowing when to pivot, and embracing the journey of continuous growth.
We focus on equipping leaders with practical tools that foster real development and drive impact. Our tailored programs ensure leaders not only retain knowledge but also apply it effectively in their roles.
From coaching that strengthens leadership to training in essential “power skills” like effective communication, performance feedback, mentoring, conflict resolution, change leadership, and team building, we give leaders the interpersonal skills they need to avoid common leadership pitfalls. These skills are crucial for building high-performing teams and creating a culture of respect and inclusion.
At Upskill Consulting, we’re committed to helping your leaders and teams excel in today’s fast-paced workplace.
Contact us today to invest in your team’s growth and drive success for your company.
Throughout Sofia's career she has engaged in various functions of HR, always with a mindset of translating business strategy into systematic HR initiatives. Her HR experience has involved overseeing day-to-day operations, developing HR strategies, leading organizational changes and partnering with leadership to drive and deliver on HR principles and business strategies.
Her specialization in HR includes training and capability development, performance management, employee engagement, change management and organizational development.
Sofia has a Bachelor of Arts Degree in Psychology from Simon Fraser University,a Post-Baccalaureate Diploma in Human Resources Management from Kwantlen Polytechnic University and holds her Chartered Professional in Human Resources (CPHR) designation.
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