As I work with young leaders, one common struggle is how they define “leadership.” It’s like that scene from The Princess Bride where Inigo Montoya says, “I don’t think that word means what you think it means.”

Typically, young leaders receive their first promotions because they excel as individual contributors. Put simply, they are good at getting stuff done. When they get promoted as “leadership material” they naturally assume that leadership means “personal excellence” and “being the best at what they do.” After all, that’s what got them the promotion.

To borrow a helpful phrase: “Well, there’s your problem.”

For example, in a sales organization the newly promoted leader assumes it’s their job to continue being a top sales producer (what they did in the past) rather than make sure their team becomes top sales producers. The skill set is totally different. The inevitable result is stagnation for the team and frustration for the newly promoted leader.

If you are a newly promoted leader, someone who wants to become a team leader, or someone who is managing a team leader, you need to dig into the differences between an individual contributor and a team leader. Get clear on these and success will get easier.

The Focus of the Individual Contributor:

• Setting individual goals for the month.

• Making sure he has what he needs to achieve those goals (product information, sales processes, etc.)

• Reaching out to customers with dogged determination to make those goals happen.

• Not getting distracted by other people’s problems.

• Focusing on his numbers and viewing other interactions at work as a “distraction” from connecting with customers and selling product.

• Proving his ability to get things done without the help of others.

• His dominant question and motivation: “How do I win?” (because he is accountable for his individual performance).

The Focus of a Team Leader:

• Setting team goals for the month.

• Breaking those team goals into goals for the individual contributors to the team.

• Following up with the individual contributors to make sure they have what they need to achieve their individual goals and providing resources when needed.

• Being aware of, and addressing when needed, other people’s problems.

• Focusing on both his team numbers and reaching out to others at work to build trust and respect with peer managers, his boss, and his direct reports.

• Both asking for help when needed and giving help when asked.

• His dominant question and motivation: “How do they win?” (because he is accountable for their performance).

I’ve frequently worked with newly promoted leaders who focus so much on their individual contributions, and get so frustrated by their team’s struggles, that they fall short on BOTH their personal goals and the overall goals of the team. In these situations, everybody loses.

How should the newly promoted leader define leadership?

Here’s a suggestion - leadership is about helping other people see a new vision of reality and taking action to achieve that vision.

So for the sales leader, that means helping his team see the sales goal and how their individual contributions fit with the contributions of others to achieve that goal. The leader then provides both resources and accountability for taking action on both the individual and team goals.

The takeaway: How you define leadership will determine whether your team succeeds or falls short.

When they fall short, so do you.

To help your young leaders “redefine leadership,” schedule a free consultation. By the end of our conversation you will know what’s getting in the way for your young leaders and you will know what you can do about it.