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Leadership is now not just about overseeing tasks and achieving short-term goals – it is about leaving a lasting mark on the organization. Only according to the Deloitte Global Human Capital Trends 2024 report 3% of leaders they consider that their organizations fully appreciate the value of their employees, although they recognize the need for change.
Outstanding leaders go beyond process management and focus on shaping people, cultures and the future. The transition from manager to mentor defines influential managers because they focus on fostering growth, driving innovation, and building an environment where their influence will last long after they are gone.
Reaching the pinnacle of leadership is not automatic – it’s intentional, and the strategies below can make it easier to make that leap and leave a legacy of your individual.
Stages of leadership evolution
As professionals rise through the ranks, the focus of your leadership changes. What begins with a desire to manage well becomes a mission to encourage and mentor.
Manager: Leading through execution
In the early stages of leadership, managers are evaluated on their ability to get things done. We focus on timely and high-quality execution of tasks. Success is measured by results, and validation often comes from problem solving and recognition of competence.
Many leaders get stuck in this place, believing that effective management is enough. But the truth is that focusing solely on tasks can only get you so far. While many find achievement here, growth requires an evolution from task manager to inspiring leader.
Leader: Inspiring and cooperating
As you progress up to senior positions, the focus shifts from managing tasks to inspiring people. You need to motivate and nurture collaboration across departments, not only inside your individual team, to create a shared vision around which the team coalesces. Harry Kraemer, former CEO of Baxter International and current professor of clinical leadership at the Kellogg School of Management at Northwestern University, expressed it well when he said, “Leadership has every part to do with the ability to influence people to do things they would not normally do. The only way “The only way I know how to influence people is the ability to establish contact with people.”
At this stage, people begin to trust your judgment and follow your lead because you show them how their work connects to a larger purpose. This is where leadership shifts from individual contributions to a focus on collective success.
Executive leader: Visionary strategy and innovation
Once you reach the executive level, leadership is about greater than immediate results. Managers guide firms through long-term strategy, making decisions that shape the future, taking into account all departments and key external stakeholders. At this stage, leadership focuses on creating systems and structures that drive innovation and ensure sustainable development.
Making this leap requires rethinking practices comparable to viewing people as costs fairly than assets. According to the Deloitte report, although only 33% of leaders cite insufficient understanding as a barrier, most view internal constraints – comparable to limited resources and misaligned leadership – as the biggest obstacles to progress. Overcoming these challenges requires a different set of skills at the executive level, including the ability to lead through influence, strategic pondering, emotional intelligence (EQ), and a growth mindset.
Level C: Legacy and Mentoring
At the C-suite level, the ultimate goal is to leave a legacy beyond day-to-day activities. Leaders at this level understand that true success depends not only on business results, but on how they impact and shape the organization and the communities it serves over many years.
Kraemer emphasized self-reflection and values-based leadership, focusing on long-term growth and trust. The decision to recall the defective product despite a $185 million loss as CEO demonstrated his commitment to integrity and setting a lasting example. Even after his departure in 2004, his leadership principles laid the foundation that has continued to guide Baxter’s culture, despite some challenges during the transition.
By consistently embodying values and mentoring future leaders, Kraemer has ensured that his influence at Baxter will last long beyond his tenure. His legacy is a shining example of how admired leaders not only perform; they mentor, encourage and create a lasting culture.
4 tactics to make it easier to evolve from manager to mentor
Above all, be patient with yourself – it won’t occur overnight. To successfully transition from a manager focused on operational efficiency to a mentor who leaves a legacy, here are 4 easy tactics you may implement in your on a regular basis leadership to speed up your leadership evolution.
1. Ask how they are, not only what they are doing
As a manager, it is simple to get caught up in day-to-day tasks and results. However, admired leaders know that individuals are greater than just indicators of their performance. Instead of just focusing on what your team is doing, ask how they are doing. Genuine check-ins build trust and show that you just care about the person, not only their work.
For example, when I began often asking my team about their well-being and job satisfaction – beyond deadlines and tasks – morale immediately improved. People felt supported and, as a result, were more engaged in their work. The small act of asking how someone is doing and how a leader may help can make a huge difference in team dynamics.
2. Tell stories that encourage and connect to the mission
Leaders who encourage are storytellers. By sharing stories related to the organization’s mission and larger purpose or “why” – a concept popularized by Szymon Sinek — you create a narrative that helps your team see the greater picture. Connecting their every day work to the impact they make makes them proud and shows them what’s vital and why.
Most organizations that consistently outperform their competitors focus on the value they deliver to customers and communities. Their leaders ask, “How many people have we “helped” today?” as an alternative of “How much did we sell today?” and highlight what’s vital by sharing stories that illustrate the impact of their work. These stories connect on a regular basis tasks to a larger mission, making work more meaningful and aligning efforts with long-term goals.
3. Be a connector
Great leaders understand that growth often happens through relationships. As a mentor, your role as a liaison is to help team members find the right people and resources to grow. Understand each person’s “superpower” and create connections that complement strengths in a positive and encouraging way.
In my experience, introducing people to others who could provide them with latest insights or mentorship has often been a catalyst for significant skilled development. By connecting your team with individuals who can expand their horizons, you promote a culture of learning and collaboration.
4. Withhold judgment, listen and offer insights
One of the most vital qualities of a mentor is the ability to listen without rushing to judgment. When team members come to you with ideas or challenges, listen fully. Offer feedback, but ask questions that encourage reflection and dialogue.
I once worked with a leader who never offered quick answers. Instead, they listened fastidiously and asked, “What do you think we should do?” This easy query turned a one-way conversation into a collaborative problem-solving session that made the other person feel valued and respected. Allowing people to explain themselves through thoughtful questions promotes accountability for their actions and outcomes. This is a technique I have used to build stronger relationships and develop more thoughtful leaders.
The path from manager to mentor is a continuous development. The goal is not to abandon operational efficiency, but to increase it by balancing people and goals with efficiency and profit. Leaders must encourage, mentor and make a lasting impact. The most admired leaders understand that their impact is measured not only by profits, but also by the people and cultures they leave behind.
True leadership means ensuring that others are willing to proceed the mission without you. The time to start this evolution is now.