The IEEE Spectrum article identifies the move from a senior technical or executive role into a leadership position as one of the most difficult transitions in a STEM career. The core challenge is behavioural: professionals who have spent years making technical decisions on their own must learn to guide others and make broader strategic choices.
This shift is not about acquiring new technical skills but about redefining one's role. Instead of being the person with the answer, a leader becomes someone who develops other people and sets direction for the team or organisation. The article frames this as a necessary evolution, but one that many technologists struggle with.
For those in compute and hardware fields, the same pattern applies. The skills that earned promotion—deep technical expertise and independent problem-solving—are not the same skills needed to lead. Recognising this gap early can make the difference between a stalled career and a successful leadership legacy.