From Technical Expert to Leader: Why Letting Go Matters

I recently watched an interview with Rick Rubin where he described creativity as something that surfaces when we stop forcing it. Think of the last time you couldn’t remember a name or the title of a movie—you strain to recall it, give up, and then it comes to you while driving or in the shower. That’s the unconscious doing its quiet work.

Many of my executive coaching clients have experienced something similar in their careers. They begin in highly technical roles that require precision, problem-solving, and constant focus. Because they excel, they’re promoted into management or leadership positions—a shift sometimes called the “expert-to-manager pipeline.” The challenge is that leadership demands a different skill set. Instead of relying only on conscious effort, leaders need to see broader perspectives: reading the room in a contentious meeting, understanding subtle dynamics in a team, or sensing the bigger patterns shaping an organization.

What’s surprising is that these insights often don’t arrive when we’re actively searching for them. Just like Rubin’s example of remembering a forgotten name, clarity often comes after we step away and allow space for reflection. This is where leadership development overlaps with creativity: sometimes the most effective leaders are those who know when to pause, let go, and trust their deeper awareness to emerge.

For technical professionals moving into leadership, this shift can feel uncomfortable at first. But with coaching and practice, learning to balance deliberate problem-solving with intuitive insight can transform not only how you lead, but also how your team thrives.