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.

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.