Imagine you're a rock climber (I’ve tried it myself, and trust me, you don’t want to see the footage). You’ve spent years perfecting your technique, learning the terrain, and mastering how to overcome each obstacle. You've got all the top gear, and you know exactly what to do when the climb doesn’t go as expected — whether you're tackling new walls with friends or climbing familiar routes. Think of this as your journey as an individual contributor at work.
Now, as a manager, the game changes. You're no longer just scaling the wall on your own; now, you're responsible for guiding someone else up that same wall. Your challenge is to support them in their climb — offering advice, pointing out footholds, hold the rope tight when needed and encouraging them along the way — all while maintaining your own climbing skills for when you'll need them again. It’s a different perspective. You're now standing on the ground, seeing the wall from below, holding the rope for the person who’s climbing. The view is different, and so is your role.
This shift in responsibility marks the transition from being an individual contributor to becoming a manager. You still have the skills to climb, but your focus now is on enabling others to succeed. So how do you navigate this dual role of leading while still staying connected to your own path?
The Climb: Leading from Below
Being a manager is about offering guidance without actually climbing the wall for your team. You can’t physically place their hands or feet on the right holds. Instead, you show them the safest routes, point out potential risks, and encourage them to think ahead to their next move. You're there to help them navigate challenges, but ultimately, the climb is theirs to complete.
I know it’s tough when you’re standing below, seeing everything so clearly. You know exactly where their hand should go next, followed by their foot, and you're confident about what you would do in that situation. But you’re not the one climbing. Frustration builds on both sides — you want to help, and they’re struggling to see the path. Yelling instructions from below often doesn’t help, especially if the climber is anxious or can't spot the hold you're describing. So, what can you do?
Case Study: Gil’s Journey as a New Manager
Take Gil, for example, a team member at a marketing agency who had recently been promoted to a management role. We worked together in several sessions, focusing on equipping him with the tools and understanding needed for this critical transition in his professional life. Gil had always been one of the top performers — a true "star," climbing his professional wall quickly and efficiently. But when he became a manager, things changed.
One day, during a weekly check-in, Gil noticed that one of his employees, Jason, was struggling with a major client presentation. Jason hadn’t openly expressed his difficulties, and Gil had been unaware of them until that moment. Instead of taking over and doing the work himself, Gil applied the wall climbing analogy we had discussed in our coaching sessions. He realized that his role as a manager wasn’t to fix the problem for Jason but to guide him through it.
They sat down together, and Gil helped Jason identify the key points in the presentation that needed more attention. He offered insights based on his own experiences, gave constructive feedback, and provided support. However, Gil made sure that Jason ultimately took ownership of the task.
At first, Gil was tempted to "climb the wall" for Jason — to jump in, fix his slides, rewrite the script, and even considered presenting on Jason's behalf. But he resisted. By trusting Jason and being available for support when needed, Gil empowered him to complete the presentation on his own. Jason not only delivered the presentation but also gained a newfound confidence in his abilities.
By holding back and letting Jason grow through the experience, Gil maintained his leadership role while fostering growth and independence in his team member. It was a powerful lesson in the balance between leading and letting go.
Balancing Climbing and Coaching
The wall climbing analogy perfectly illustrates a crucial managerial balance: continuing to develop your own skills while ensuring your team is thriving. As a manager, you can’t lose sight of your own growth. Just like a climber who occasionally needs to scale a new wall to stay sharp, you’ll need to seek out challenges and responsibilities that push you beyond your comfort zone. Especially as a first-time manager, you’re still “hands-on,” balancing both your work and leading a team.
However, your focus has to shift. It's no longer just about your personal progress; it's about fostering the growth of those around you. One of the most important skills a manager can develop is knowing when to step in and when to step back. It’s not always easy to strike that balance, but when done right, it’s incredibly rewarding — for both you and your team.
The Takeaway
The essence of being a manager lies in guiding others up the wall while maintaining your own readiness to climb when needed. It’s about trusting your team members to find their way, providing support when they falter, and creating an environment where they feel capable and confident.
Gil’s story is a testament to the power of trusting the process and allowing your team members to grow by climbing their own walls. It’s a reminder that the best managers don’t just teach others how to climb — they inspire them to reach new heights on their own.
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