Why Excelling at Individual Tasks Won’t Necessarily Make You a Great Leader

 Why Excelling at Individual Tasks Won’t Necessarily Make You a Great Leader

“Being good at individual work doesn’t necessarily make someone a great leader.” This observation points to a profound truth: leadership differs drastically from personal skill or expertise. Where an accomplished practitioner might be lauded for their output, a leader’s mandate lies in empowering others to perform at their best and produce meaningful results. When leaders fixate on day-to-day tasks, not only do they risk undermining the team’s morale, but they also court personal burnout. Even the most capable professionals, trapped in this cycle, may come to doubt their suitability for leadership and feel stifled by their own limitations.

Yet one principle endures across eras and industries: “It all comes down to people.” History’s greatest thinkers and business leaders have consistently echoed this idea, summed up in the phrase, “Everything depends on people.” Ultimately, the core leadership skill is mastering the art of understanding and engaging with those around you.

I have come to appreciate this perspective over more than 14 years of experience as a senior legal executive in both corporate and law firm environments. Despite considerable tenure, I still grapple with relinquishing day-to-day operational details—revisiting delegated tasks and offering input on matters where I should ideally step aside. Over time, I’ve realized that this approach simply isn’t sustainable: physical limits and the reality of burnout loom ever closer.

What, then, is the solution? I see no choice but to cultivate or recruit a “legacy carrier” who can serve as another version of me, eventually inheriting my role. The challenge here is formidable: if it’s difficult to fully understand a spouse even after decades together, how can one reliably assess someone’s dispositions and strengths in a far shorter period?

High-pressure contexts such as patent litigation only amplify this tension. Minor oversights can reverse fortunes entirely, making it feel nearly impossible to entrust critical duties to anyone else. Small wonder, then, that delegation may seem an insurmountable task.

I know what needs to be done; the bigger hurdle is “how.” I have yet to find a definitive answer. Nonetheless, I believe the first step is acknowledging the complexity of this transition and committing to seek out feasible solutions. Recognizing the difficulty of stepping aside—and taking tangible steps to develop successors—is the key to breaking the cycle of overwork. By doing so, leaders can reclaim the true essence of their roles and ensure the entire organization thrives, rather than merely surviving under the weight of one person’s relentless efforts.

The success equation for practitioners is different from the success equation for leaders.