Nobody tells you this when you are promoted to lead a country.
The skills that got you there can get in the way.
Most of us were promoted because we led reps well. We knew the doctors, we could turn a difficult call, we fixed problems fast. So when the pressure comes, we go back to what we know.
We ride with reps. We take over the call. We solve the problem before the first-line manager has even heard about it.
It feels like leadership. In my experience, it quietly weakens the managers you depend on.
What I try to do instead:
Spend my field time coaching the managers who coach the reps.
On a double visit, let the manager lead the coaching, then coach the manager afterwards.
When a problem arrives, ask the manager for their plan before offering mine.
Agree clear limits, then let managers decide inside them.
The test is simple. If reps still bring their problems straight to you, your managers are not yet leading. That is rarely their failure. Usually it is ours.
"If the reps still bring their problems to you, your managers are not yet leading."
“If reps still bring you their problems, your managers are not leading.”
Lesson 1 of 15 in Step 7: Leading the leadership team, with the full guide and a checklist for this week.