When Aarav Banerjee, 34, earned a promotion from marketing associate to manager at a Bengaluru startup, he believed the toughest phase of his career was over. He received a cabin, a salary hike, and a new title. However, within weeks, he discovered the real test was not securing the promotion but adapting to its demands.
The Invisible Cage of Past Success
"In my old job, success meant executing campaigns flawlessly—creating content, analyzing metrics, overseeing projects," Banerjee explains. His new role, however, required guiding a team, setting strategic priorities, and thinking long-term. The breaking point arrived when a crucial product launch got delayed because he was trying to handle both execution and management. "I thought I needed to oversee every detail," he recalls. "But I was running the campaign myself instead of running the team."
This situation is common across India's corporate landscape. Many promoted professionals cling to the routines that brought them initial success, assuming the same skills will suffice. Anu Bagga, a Delhi-based independent career coach, warns, "The danger is that promotions, instead of opening doors, become cages of familiar patterns. Leadership isn’t about doing more; it’s about thinking differently."
Why Old Habits Die Hard
This 'old role bias' is psychological, not a sign of laziness. Humans are wired to rely on proven methods. The problem is that these methods rarely scale in a leadership position. Bagga notes that leadership shifts focus from output to outcomes, impact, and influence. "The work shifts from doing to guiding, from completing tasks to shaping decisions," she adds.
Meera Sinha, 35, experienced this after moving from product lead to senior product manager at a Mumbai multinational. She had excelled by being deeply involved in every feature. In her new role, she fell into micromanagement. "I kept thinking, 'If I don’t do it myself, it won’t get done properly,'" she admits. Her perspective changed when she started guiding others. "I realised my impact multiplied—not just on projects, but on people too."
Even seasoned leaders aren't immune. Sunita Sharma, 50, transitioned from an HR business partner to head of people and culture at a Delhi corporate. She initially relied on her perfected procedural mindset. However, the new role demanded innovation and cultural influence, not just compliance. "Stepping into this role meant stepping out of old habits. I had to focus on shaping the organisation’s future," she says.
Another example is Rohan Mehta, 42, a finance director at a Bengaluru tech firm who moved from a senior analyst role. He continued personally running reports, trusting no one else's accuracy. This backfired during a quarterly board review when inconsistencies emerged—his team was unprepared because he hadn't delegated. "Seeing the team underprepared was a wake-up call," Mehta states.
The Path Forward: Enabling Others
Letting go after a promotion is a deliberate process of unlearning. Bagga explains that many equate effort with effectiveness. "In earlier roles, being hands-on worked. But leadership requires something else," she says. The first step is recognizing which habits to retain and which to release.
A critical shift is moving focus from personal execution to enabling others. Leaders must prioritize delegation, mentorship, and long-term vision over daily task management. "It’s less about doing everything yourself and more about creating the environment for your team to succeed. That’s where real impact lies," Bagga points out. Success must be redefined from immediate outputs to broader, long-term outcomes.
Embracing uncertainty and challenging familiar patterns is equally vital. Promotions bring higher visibility and stakes. Clinging to old methods feels safe but limits growth. "Leaders who are willing to experiment, seek feedback and adapt are the ones who can make the leap from manager to leader," Bagga adds.
This transition is ongoing, requiring reflection, new habit-building, and sometimes external guidance. Professionals who seek mentorship and reassess their approach consistently are more likely to thrive. "Rather than seeing a promotion as a reward for past performance, it becomes an opportunity to transform how one thinks, acts, and leads," Bagga suggests.
Navigating the Transition Successfully
Experts and employees stress the need for intentionality. Banerjee advises, "Start by asking which parts of your old role you’re holding onto. I was doing work I loved, but it wasn’t helping my team grow. Delegating even small tasks made a huge difference."
For Sinha, the challenge was about perspective, not time. "I kept trying to be everywhere at once," she says. "The moment I prioritised a few critical areas and let my team take ownership, everything shifted."
Bagga emphasizes that feedback and reflection are vital. "New roles give you an opportunity to redefine success," she says. "Check in regularly with your team and mentors. Ask what’s working, what isn’t, and where old habits might be holding you back."
Even with a strategy, the shift takes time and involves mistakes. Sharma concludes, "Your first few months will feel awkward. Growth comes from letting go of what worked before and embracing the new responsibilities fully."
