little lightGrowth · Little Light original
A promotion is announced on Monday, but the old responsibilities do not disappear. The new manager is expected to lead a team, learn unfamiliar decisions and still finish the specialist work that made the promotion possible. For a while, carrying both roles looks like dedication. Soon, neither role receives a whole person. Design the transition as carefully as the title. Decide which tasks will stop, which can be taught and which genuinely need a short period of overlap. Give the successor access to context, not a permanent dependency. If the organisation cannot release the old work yet, name the constraint and adjust the expectations of the new role instead of pretending the capacity exists. Advancement should widen responsibility, not quietly double it. A promoted person needs room to become accountable for different work, including the awkward learning that change requires. Mark the ending as well as the beginning. The new role becomes real when the old one is allowed to leave their hands.
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