One of the quiet leadership challenges in quality roles is capacity. Not workload — capacity. Because when you: - don’t “own” most of the work - don’t line-manage most of the people - but are still accountable for outcomes it’s very easy to absorb responsibility that isn’t actually yours. This shows up as: - being copied into everything - stepping in “just to be safe” - holding risk that belongs elsewhere - becoming the default problem-holder Over time, this erodes both effectiveness and credibility. Leadership in quality isn’t about doing more, it's about being clear on where your responsibility ends — and where others’ begins. Where are you currently holding responsibility that should sit with someone else — even if it feels uncomfortable to let go? Short answers welcome. Reading quietly is fine too.

Something most people notice pretty quickly once they step into a leadership role is this: You’re expected to get things moving — but you can’t actually tell many people what to do. They don’t report to you. They might not even be in your team. In some cases, you might not have a team at all. You might still be accountable for the outcome. You might be the one explaining it upwards. You might even be the one catching the heat when it doesn’t land. And yet, the final decisions sit elsewhere. This is often where leadership starts to feel quietly draining. As an expert, influence was fairly simple. You knew the thing. You explained the thing. People listened — because they knew you knew the thing. Now you can explain it perfectly and it still doesn’t land. So you try again. More detail. Clearer logic. Another meeting. Another PowerPoint. That usually doesn’t help. This isn’t because you’re doing it badly. It's because leadership influence works differently from technical expertise — and almost no one explains that when you step into these roles. For now, don’t worry about fixing this or doing influence “better”. Just notice where you’re already being asked to operate without authority. 👀 A few reflections to sit with: - Where are you carrying responsibility without real control? - Who do you need alignment from, rather than approval? - Where are you explaining more but getting less movement? - What part of this feels most tiring right now? No need to share unless it’s useful.Noticing is enough for now.

Most quality professionals and other technical specialists step into leadership without realising that the role has fundamentally changed. As an expert, your value was clear: - you had the answers - people relied on you - you could usually work things out on your own As a leader, the value shifts. It becomes less about having the answers, and more about: - creating clarity for others - influencing decisions beyond your immediate role or team - setting boundaries — for yourself and others — and holding them - enabling other people to do good work This transition is rarely explained. Many people feel like they’re failing, when in reality they’re being judged against a very different set of expectations. To get a sense of how this is landing for you, have a think about these questions: - Where are you still being pulled back into “expert mode”? - Where are you expected to lead without clear authority or direction? - What feels most uncomfortable about this shift right now? You don’t need to solve anything yet. (Yes — I know that’s uncomfortable for some of you! 😂) Just notice where the tension sits. If you’d like to share a short reflection in the comments, you’re welcome to. Quiet thinking is absolutely fine too.

👋 WELCOME — START HERE Welcome. I’m really glad you’re here. This community is for QUALITY PROFESSIONALS AND OTHER TECHNICAL SPECIALISTS who’ve stepped into leadership roles without much training or support for that transition. If you’ve ever thought: - I’m good at the work, but no one showed me how to lead people - I don’t want to play politics, but I still need influence - Most leadership training doesn’t make sense in technical environments …you’re in the right place. 🎯 WHAT THIS SPACE IS FOR This is a PRACTICAL LEADERSHIP PRACTICE SPACE, not a course you race through. We focus on the real, messy parts of leadership in regulated and system-heavy environments, such as: - getting buy-in when you’re not the boss - feedback that lands without damaging trust or motivation - handling resistance without turning everything into a debate - boundaries that protect your time, judgement, and team - navigating stakeholders and organisational politics with integrity 🧭 HOW THE COMMUNITY WORKS There’s no set pathway or pressure to keep up. Posts are grouped by topic rather than date. Engage with what’s relevant to you right now, dip in and out as needed, and use what fits your current context. ⚖️ A FEW IMPORTANT BOUNDARIES To keep this space useful and professional: - this is not a therapy or venting space - this is not trauma processing - this is not emotional dumping You’re welcome to be human here — just keep contributions practical, respectful, and work-focused. 🛠 GETTING THE MOST VALUE - read a little, apply a little - reflect on what’s happening in your real work - share thoughtfully, not perfectly - ask questions when you’re stuck Leadership isn’t something you “complete”.It’s something you practise. 👀 IF YOU’D LIKE TO INTRODUCE YOURSELF What kind of work do you do?What leadership challenge brought you here? No pressure — quiet participation is absolutely fine too.