Shifting Into Leadership

Résumé du livre

You were promoted because you were good at the work. Now you're responsible for what others do and that changes everything. Or maybe you're considering that step and wondering if leadership is actually right for you. Or perhaps you're the leader deciding when someone is ready to make that leap. Shifting Into Leadership is the practical guide for people contemplating or stepping into management for the first time. Before you accept the title, this book helps you understand what the role actually requires through simple experiments that test whether you want the new role. Most new managers fail not from lack of effort, but because they're still operating like individual contributors. They hover, fix, and carry too much-believing that's what good leadership looks like. It isn't. This book shows you how to make the shift from doing the work to leading the people who do it, especially in a workplace being reshaped by AI. Through real coaching examples and research-backed insights, you'll learn how to: Decide if leadership is right for you before saying yes Build trust without having all the answers Create clarity that empowers rather than controls Lead former peers through honest conversations Guide teams through AI adoption without losing the human element Delegate in ways that develop judgment, not just clear your plate Sustain your leadership as the pace increases Each chapter is concise and offers actionable shifts you can make today. Small habits that compound into the kind of leadership people actually want to follow. Written by executive coaches Keith and Rebecca Johnson, who have decades of experience developing leaders in high-growth technology companies, Shifting Into Leadership gives you what you actually need: clarity on what leadership requires, practical tools that work in real situations, and the confidence to lead authentically when your value comes from judgment, not answers. Leadership isn't about control or perfection. It's about showing up with intention, building capability in others, and creating the conditions where people do their best work. This is your playbook for deciding whether to lead-and if you do, how to lead well.