The biggest misconception when it comes to leadership is that all it takes to be a successful leader is to be good at what you do. What I mean is, if you are a good salesperson, you get promoted to team leader, if you are the most successful in your team at whatever you do, you tend to be the one earmarked for the next promotion. For as long as I can remember, I have been ambitious. I didn’t necessarily always know what I wanted to be, but I knew without doubt that whatever I was going to work at, I would aspire to be at the top. Commonly, this means getting into management or leadership. My career started in the travel industry. After a few years I was at the top of my game. I loved the job, I was a good salesperson ie: knew how to differentiate myself from the competition and sell on value rather than price and was consistently meeting and exceeding targets. Instead of coasting along in a comfort zone, I presumed the next step in my career should be a management position. That’s where things started going horribly wrong. Getting the position of Manager was not a difficult task; I had the industry experience, I had proven myself as a great sales consultant and I certainly had the desire. So what went wrong? Why do so many businesses promote people into management or leadership positions simply because they are good at what they do? In my case I was good at selling travel. This does not necessarily translate into what makes a good leader, actually it is very unlikely to automatically translate into being a good leader, unless you receive the right training. You see, great sales people tend to be selfish. In our defence, we have to be because it’s all about our targets – our bottom line. As a leader, it’s not about you anymore. There needs to be a complete mindset shift. The leaders job is to help the team shine, boost their results – the leaders success is a direct correlation of the team’s performance. That’s why All Trained Up training workshops provide a guide for anyone who is aspiring to or has just joined the leadership or management ranks. Simply put, it’s about getting the foundations right. Recognising that you are about to embark on a role that requires a totally different skillset from those that have built your career thus far. As mentioned, the skillset that provides that initial leap into leadership are the ones that are required by the team members. A leader doesn’t necessarily need to perform those tasks on a regular basis anymore; you are setting the vision, motivating, delegating and managing the performance of the team to ensure they can perform those tasks. An entirely different skillset wouldn’t you say?