Stepping into a top leadership role is rarely a smooth transition.

Many of the individuals I interviewed – CEOs, elite athletes, successful artists, entrepreneurs, board members – described the moment they entered the top league as overwhelming. Despite having climbed the career ladder with impressive skill and vision, they found themselves caught off guard by the sheer scale of responsibility, the pace, the complexity, and the emotional weight that came with the position.
It didn’t matter whether their organisation had 50, 500 or 5,000 people – they all recognised that moment when leadership suddenly felt far too big.

Because it’s not just the responsibility that changes – the entire reality shifts.

Suddenly, it's no longer about managing a six-figure budget – but about making decisions that move millions.
Where one might have envisioned flat hierarchies, they’re now forced to build multiple leadership levels just to maintain organisational structure.
Where a social media post once reached a few hundred people, a single sentence now generates millions of views – analysed, critiqued, praised or questioned – with ripples that can affect the company for weeks.
And then there's the weight of decisions.

What many also experienced: the seemingly endless string of decision-making moments.
It’s no longer three or four team members seeking feedback or direction – it’s the entire organisation.
What used to be resolved in a quick exchange now becomes a constant flow of requests, trade-offs, and expectations. Not just from a small team, but from an entire workforce – sometimes even stakeholders, partners, or the public.
Every word, every move, every delay has consequences.
And those who try to handle it all themselves inevitably become the bottleneck – often unintentionally, but very much in reality.
And if you don’t realise this in time, the role will eventually run you over.

Leadership also means: letting go – radically.

A key insight shared by many interviewees: Delegation is not an option – it’s a survival strategy.
And its execution separate the sheep from the goats.
Those who believe delegation simply means “offloading work” are on the losing side.
Delegation means deliberately transferring decision-making power.
Only those who hand over real responsibility remain capable of acting as leaders. And more importantly:
Only those who not only make decisions but follow them with immediate, clear assignments create real impact.

“A decision without an immediate, concrete assignment is not a decision – it’s wishful thinking.”

This principle ran like a red thread through many of the conversations.
Because while abstract resolutions may look good on paper, in reality, they lead to uncertainty, delays, and frustration among teams.

Leadership – as the common denominator across all interviews – is not a static state.
It’s a continuous process of change.
And sometimes, the role feels bigger than you feel yourself to be.
But that’s exactly where growth begins – personal, strategic, entrepreneurial.

Most evolved – within the role, through the role, and often far beyond themselves.

To cope better, many seek guidance – or, to use the modern term, coaching.
They surround themselves with strong individuals, learn at lightning speed, prioritise ruthlessly – and grow with every new challenge.
Some use tools like the Alter Ego Method to quickly gain mental clarity and focus.
They consciously create decision-making routines, clear accountability structures, and work closely with internal sparring partners.

My conclusion after years between stage, business and boardroom:
Leadership isn’t about fitting into a role – it’s about growing into the next one. And fast – because time is scarce.
And the responsibility doesn’t feel too big just sometimes – it feels too big most of the time.

Not because you’re too small – but because the responsibility is larger than you’ve ever been required to think.
And that’s where the real opportunity lies: to grow beyond yourself.
Fast. Real. Impactful.