Why it’s impossible to lead with one foot still in your old role

Leadership transitions are rarely tidy. We recently wrote about how organisations can hold steady when a leader departs. But this got us thinking, how do new leaders themselves navigate the change? Particularly when it comes to lines being blurred between the old role and the new.

When leaders step into a new strategic role but remain tethered to their old function, organisations often get stuck in a cycle of firefighting, bottlenecks, and missed opportunities. But as well as posing operational difficulties, the tension between execution and strategy can also cause a challenge of identity.

Why letting go is so difficult

Stepping fully into a new role requires more than a revised job description. It often asks people to release parts of themselves. The habits, mastery, and identity built in a previous role don’t disappear simply because the organisation has redrawn the org chart. In fact, the very behaviours that once made a someone effective in their old role can become the ones that hold them back.

At the heart of this is an identity shift. New leaders must let go of the idea that their value comes from expertise or having the answers (something we explored in our last blog). That mindset may have been their licence to operate before, but in a leadership role it becomes a trap. The job now is to set direction, create clarity, and open the floor for others.

Part of the challenge is comfort. Many people find reassurance in being the problem-solver, the one who can jump in and fix things quickly. Firefighting offers the dopamine hit of visible progress, even when it doesn’t contribute to the strategic outcomes the new role demands. The treadmill of busyness feels safe. The slower, more ambiguous terrain of strategy (particularly in a new, larger remit) often doesn’t.

There’s also an element of ego and self-protection. Stepping into a bigger, more ambiguous role exposes leaders to new scrutiny, and the instinctive response can be to retreat to what they know they’re good at. By clinging to the old role, they avoid the discomfort of uncertainty, but they also delay the growth the organisation is relying on. This is where leaders must sacrifice ego (including the “nice guy” story) and accept that not every decision will be popular, and criticism does not make it untrue or define who they are.

For some, the hesitation is tied to relationships and reputation. Leaders who see themselves as “supportive” or “fair” can struggle to make decisions that may disappoint others. Avoiding conflict or withholding tough calls might feel like kindness, but it ultimately erodes clarity and slows progress.

And then there are the systemic dynamics. Many organisations unintentionally blur transitions by expecting new leaders to manage their old responsibilities while ramping up in the new role. This duality can last months (or even longer), creating a state where leaders are pulled between two sets of priorities. The result is predictable: burnout, diluted effectiveness, and teams left unsure who is actually accountable. Leaders often just get on with it, but part of stepping into leadership is pushing back and asking: What happens if I say no to the old tasks?

The cost of being stuck

When new leaders hold on too tightly to their previous remit, the organisation doesn’t stand still, but it does strain. Bottlenecks form as decisions funnel back to the person who no longer owns the work. Teams hesitate to step up because the leader keeps stepping back in. Succession stalls. High-potential talent starts to look elsewhere. And the leader themselves loses influence, because trying to operate simultaneously at tactical and strategic levels means they’re not fully doing either.

The role of senior leadership in shaping clarity

The transition isn’t solely the leader’s burden. Those above and around them heavily shape how smooth or messy the shift becomes. Well-intended but vague guidance like: “manage the function however you think best” can lead some (particularly those newly in a leadership position) uncertain on what autonomy really means. Likewise, senior leaders who are naturally self-starting may assume new leaders operate the same way, overlooking the structure or direction others genuinely need.

Clarity becomes a shared responsibility. Conversations about expectations, priorities, and working styles are not niceties, they’re guardrails. When these guardrails are explicit, new leaders gain the confidence and permission to step fully into their new space.

Knowing when to step in and when to step back

Making the shift requires deliberate practice. Leaders need time and space to slow down, reflect, and choose their actions rather than default to old patterns. Carving out quality thinking time becomes essential. Without it, autopilot risks taking over.

They also need to continually evolve their habits because the increasing complexity of the role means there is no perfect solution. Only one that works for now. The work is in noticing when a habit stops being effective, and adjusting.

Knowing when to be hands-on is part of the craft. Leadership that dives in during true crises or moments of urgency can be invaluable. But remaining hands-on with capable teams only breeds dependence. Conversely, newer or less experienced team members may benefit from temporary guidance or coaching as they build confidence. It’s partly about learning to distinguish the fires worth fighting from the ones that others can now deal with. Not every issue is a bushfire.

It’s not unlike teaching a child to ride a bike. The training wheels don’t come off all at once, nor do they stay on forever. Too much protection slows the learning, but too little risks a fall. The leader’s job is to create just enough stretch that autonomy becomes possible, and then expected.

Transitioning from execution to strategy is rarely straightforward, but it becomes far more manageable when leaders consciously reshape habits and relationships. By committing to clarity, building the right guardrails, and resisting the pull of old responsibilities, leaders not only improve their own effectiveness, but create the space for others to step up and lead.

If you want to help new leaders step fully into their roles with clarity, confidence, and the right support, get in touch.

Link to 'measuring value' blog