Share
Facebook Facebook icon Twitter Twitter icon LinkedIn LinkedIn icon Email

Brain Circuits

How to grow beyond your skillset: a self-check for leaders 

Published June 23, 2025 in Brain Circuits • 3 min read

Leaders often need to navigate significant changes of direction in their careers – which means expanding their skills and ways of working. Answer the following questions honestly to check your readiness to evolve, and check out the tips on growing beyond your skillset.

The self-check

  • Do you have a tendency to take on too much work?
  • Do you find it hard to delegate to your team?
  • Do you still have a specialist mindset?
  • Is your approach generally more reactive than proactive?
  • Are you hyper-focused on how your function is performing?
  • Do you think strategically about how it could better contribute to the business’s growth plans?
  • Have you analyzed what you need to flourish professionally and personally in your new role?

How to grow beyond your skillset

Significant changes in career direction, such as advancing from managing a particular business unit or function (finance, IT) to having a broader leadership position, usually require a mindset shift. The following are simple strategies to help make the transition:

Accept it’s time for your team to step up

Allow your team to take on more responsibility – give them the autonomy and trust they need to thrive in their roles.

Think strategically

Broadening your leadership aptitudes requires you to think more strategically about your role. Temper the desire to focus on the needs of one business unit, and adopt a broader organizational lens.

Be proactive

If you have joined a new organization or function, bear in mind that the culture may be very different: where specialization may have been highly valued in your previous role, you will likely need to be more proactive about immediate business and growth objectives in your new one.

Adapt your style

Be prepared to adapt your style in your new role. You may need to be more direct and forthright with recommendations that touch the whole organization, and not wait for guidance and information from peers or superiors.

Key learning

Transitioning from managing a specialist function to a broader leadership role means expanding your skills and adopting new ways of working. Remember: what got you here may not get you there!

Authors

Paul Vanderbroeck

Executive Educator and Coach

Paul Vanderbroeck (PhD) has 15 years of senior HR executive experience at blue chip multinational companies like General Motors, Shell plc, Georg Fischer, and UBS. An expert in the history and theories of effective governance, he navigates strategic change projects while achieving the desired results and has seen what works – and what doesn’t – to produce quality leaders in complex organizations. An award-winning author, he wrote Leadership Strategies for Women (Springer 2014) and is a contributing author to Leading in the Top Team (Cambridge 2008). He also writes extensively on leadership theory and practice in publications such as MIT Sloan Management Review, Journal of Management Development, and Leadership in Health Sciences. Vanderbroeck’s most recent book is The Handbook for International Career Couples (Springtime 2020).

Related

Learn Brain Circuits

Join us for daily exercises focusing on issues from team building to developing an actionable sustainability plan to personal development. Go on - they only take five minutes.
 
Read more 

Explore Leadership

What makes a great leader? Do you need charisma? How do you inspire your team? Our experts offer actionable insights through first-person narratives, behind-the-scenes interviews and The Help Desk.
 
Read more

Join Membership

Log in here to join in the conversation with the I by IMD community. Your subscription grants you access to the quarterly magazine plus daily articles, videos, podcasts and learning exercises.
 
Sign up
X

Log in or register to enjoy the full experience

Explore first person business intelligence from top minds curated for a global executive audience