In a recent LinkedIn post, Leanne Bridges sheds light on a common challenge faced by high-achieving sales professionals as they transition into leadership roles. Bridges highlights the disconnect between excelling in individual contributor roles and succeeding in management, particularly when foundational leadership training is absent.
Bridges uses a poignant example to illustrate this point, describing a former top salesperson who is now struggling as a Managing Director. The post details the immense pressure and workload this individual faces, suggesting a lack of adequate support or training for their new responsibilities.
“He was the best salesperson.. Now he’s the MD and barely sleeping. He still puts in the hours. He still cares as much as he ever did. But the job he was brilliant at isn’t the job he’s doing anymore.”
As Leanne Bridges points out, the individual continues to exhibit the dedication and work ethic that made them successful in sales, working late hours and handling tasks far beyond the scope of typical sales responsibilities. This includes approving invoices, closing major deals personally, and managing financial planning—tasks that, in Bridges’ view, should ideally be delegated or handled by a capable team.
The Unseen Demands of Management
Bridges emphasizes that the core issue isn’t a lack of effort or commitment from the leader, but rather a fundamental mismatch between their previous skillset and their current role’s demands. The leader’s internal monologue reveals a deep-seated confusion and self-doubt, questioning their own capabilities because the team isn’t independently managing these critical functions.
“He doesn’t say it out loud, but he thinks it most days: The team should be doing most of this. I don’t get it. Maybe I’m not any good at this.”
According to Bridges, this sentiment is a common byproduct of being promoted into management without the necessary training in delegation, team development, and strategic oversight. The individual’s brilliance in sales doesn’t automatically translate into proficiency in leading and empowering others to achieve business objectives.
The Training Gap in Leadership
The crux of Bridges’ argument lies in the absence of formal guidance for these emerging leaders. The post clearly states, “Nobody ever showed him how to do this.” This lack of instruction leaves individuals to navigate the complexities of leadership through trial and error, often leading to burnout and a feeling of inadequacy.
“He’s good at what he used to do. Nobody ever showed him how to do this.”
Leanne Bridges suggests that organizations often promote their best individual performers into management roles, assuming their success will naturally extend to leadership. However, this overlooks the distinct skill set required for management, which includes fostering talent, building processes, and enabling the team to function autonomously. Without explicit training and development in these areas, even the most dedicated and capable individuals can find themselves overwhelmed and questioning their competence in their new positions. Bridges’ insights serve as a critical reminder for businesses to invest in comprehensive leadership development programs for their rising managers.
📝 About This Content
This article is based on insights shared by Leanne Bridges on LinkedIn.
📅 Originally posted on April 19, 2026 | View original post on LinkedIn →