Mind the Gap

Mindset and behavioural shifts required when one transitions from Second-in-command to the Head of the department.

In the ever-evolving landscape of leadership, many of us encounter a pivotal moment: the transition from a number two position to becoming the head of a department. It's a journey filled with excitement, challenges, and shifts in mindset and behaviour.

As I stepped into the shoes of a department head many years back, I quickly realized that the rules of engagement had changed. I could no longer rely solely on tactical prowess or executional finesse. Instead, I found myself grappling with the complexities of strategic visioning, stakeholder alignment, and organizational navigation. Gone were the days of simply following directives; now, I was tasked with setting the course, charting the path, and inspiring others to follow suit.

One of the most significant challenges I faced was learning to delegate effectively. In my previous role as a number two, I was used to being hands-on, involved in every aspect of the work. But as a department head, I had to learn to trust my team, empower them to take ownership, and focus on leading from the front.

I vividly remember a moment early on in my tenure when a major project hit a roadblock. My instinct was to jump in and fix it myself, but instead, I took a step back and empowered my team to find a solution. It was a pivotal moment—one that taught me the power of delegation and the importance of fostering a culture of accountability. I realised that by always jumping in to do someone else’s job, I would be doing a dis-service to myself, my team members, and the organization, as this way, no one would ever reach their maximum potential ever.

Another key lesson I learned (and I must admit still learning) was the art of strategic thinking. As a number two, my focus was often on the here and now — meeting deadlines and solving immediate problems. But as a department head, I had to elevate my perspective and think long-term. I had to align my department's goals with the broader strategic objectives of the organization and chart a course for success.

Also, I realized the importance of authenticity in leadership - the power of vulnerability, the strength in humility, and the courage to embrace one's own journey of growth and evolution. It was a lesson that would shape my approach to leadership in the days to come.

Reflecting on my journey from number two to department head, I've come to realize that it's not just about assuming a new role—it's about embracing a new identity as a leader. It's about stepping into the unknown with courage and humility, knowing that growth lies on the other side of discomfort.

So, to all the aspiring leaders, I encourage you to embrace the journey, lean into the challenges, and never stop growing.

Feel free to share your thoughts and experiences in the comments below. I'd love to hear from you!