Many leaders carry this quiet belief: If I want it done right, I need to do it myself. I see it all the time in my work, especially with high performers who’ve recently stepped into leadership roles. They’ve been promoted because they’re great at getting things done, but they’re still holding onto too much and are hesitant to delegate.

Most new leaders are promoted because they know how to get things done. They take pride in their work. They exceed expectations. And they often have a specific way they like things done because it produces results.

Bringing in a new leader—whether through an external hire or an internal promotion—is a major investment. The cost of failure, both human and financial, is simply too high. A leader who struggles to transition successfully can cause disengagement, disrupt productivity, and even drive turnover. Organizations that invest in structured support for new leaders help ensure smoother transitions, stronger team alignment, and faster impact.

Are you the go-to person on your team? Your boss, coworkers, and stakeholders come to you for the most important tasks and the toughest problems because they are confident in your knowledge and your ability to get things done? Having these two great qualities leads to getting promoted to a leadership position — typically first-line supervision — and often, you become the boss of the people who were your peers. These great qualities can get in the way, though, when the job changes to getting work done through others, instead of doing it yourself. And it means developing a new set of skills. If you’re ready to make that leap, here are the essentials you need to focus on.