Hi Leadership Team! This is for all the folks out there that have ever felt like imposters when they took over as new leaders. You are not alone. While this video barely scratches the surface of the topic, let's discuss if this resonated with you. I would love to help you through it!

When I first started coaching a first time manager earlier this year, she felt compelled to share with her new team that they were her first direct reports. She felt the good will would buy her some time while she learned to manage the team. When she was promoted she was given oversight of a new area of the business. An area far different that the one that helped her stand out as an expert. Now she was tasked with making key decisions in a new area where her team were the experts. When she made a decision, her go-to was always “but this is my first time managing a team”. The team gave her grace - for a month or so - but very soon they became frustrated. They needed to be lead, not patronized. We went over the exact scenarios where she felt compelled to overshare this with the team and it became obvious she didn’t have a leadership deficit, she had an obsession with being the expert. When she wasn’t, she felt vulnerable, exposed, and weak. The challenge: Let your team teach you the ropes while you empower them to use their expertise to create new workflows and build a new culture - one they want to grow in. This was not an overnight transformation. This was a grind. I was asking her to change how she worked. And she was asking her team to trust her when they had no reason to do so. After 6+ months, letting go of being the expert became the norm while the experts have built new leadership skills, stronger relationships, and greater workflows. All accomplishments the team can share. The lesson: It’s okay to be the artist, just don’t get lost in your own drawing. Empower others to paint the detailed pieces so you can focus on creating the bigger picture.

One of the hardest challenges for new managers is inheriting a team you didn’t choose. Maybe you were promoted, or maybe you were dropped into a group with personalities and dynamics already in motion. Either way, it can feel awkward, overwhelming, and even unfair. Here’s the truth: great leaders rarely get to pick their teams. Instead, they earn trust, set expectations, and shape culture from the inside out. Here are 3 quick steps to start leading a team you didn’t choose: 1. Listen before you lead. Spend the first two weeks asking open-ended questions like, “What’s working well here? What would you change?” 2. Look for influencers. Every team has “silent leaders” who set the tone. Earn their trust, and others will follow. 3. Set small wins. Pick one visible problem you can fix quickly with the team. It shows you’re invested in making their lives easier. 👉 In our Skool community, I dive deeper into how to reset culture and build buy-in as a new manager. But here in the feed, I want to hear from you: Question for you: What’s been the hardest part of leading a team you didn’t pick? Drop your experience below — I’ll reply with 1 practical strategy for your situation.

One of the fastest ways to lose credibility as a leader is by “should-ing” on your people: - “You should have known better.” - “You should do it this way.” - “You should already have this figured out.” The problem? “Should” creates shame, not growth. It shuts down conversation and makes your team defensive. Here’s what to do instead: 1. Swap judgment for curiosity. Instead of “You should have known,” try: “What obstacles got in the way here?” 2. Turn “should” into coaching. Replace “You should do it this way” with: “What options do you see? Which one feels strongest?” 3. Make it collaborative. Say: “Here’s what I’d like to see. How do you think we can get there together?” This shift builds trust, accountability, and ownership — the exact opposite of what “should” does. Your turn: Think of one moment this week where you almost “should-ed” on someone. How could you reframe it using curiosity or collaboration instead? Share it below — I’ll reply with a reframe you can use in real life.

Good managers impact: - Projects - Timelines - Workflows - Meetings - Emails Good leaders impact: - People - Change - Careers - Growth - Companies - Industries Reply Live if you would be interested in Live Q&A to help separate your strengths as a manager from those as a leader!