I Have Some Questions...
Most people know the headline of a leader’s story. Few know the path it took to get there. This podcast goes beyond titles, book launches and business wins, to explore the lived journey behind the thought leader.
Through deep, unhurried conversations, we uncover the moments that shaped them—the doubts, pivots, convictions, and quiet breakthroughs that built their body of work.
Each episode features authors, coaches, executives, and bold thinkers who have forged their own path. Instead of rehearsed talking points, they’re invited into a space where thoughtful questions unlock something more human. The result is a layered conversation that reveals not just what they preach, but how they became the kind of person who can teach it.
Because we believe the best stories aren’t always told—they’re revealed. And when brilliant people are given the right questions and the room to answer them fully, what emerges is insight you can feel, frameworks you can apply, and a deeper understanding of what it truly takes to lead, create, and contribute at a meaningful level.
I Have Some Questions...
170: "What Changes When You Start Leading Leaders?" ft. Alli Murphy
Use Left/Right to seek, Home/End to jump to start or end. Hold shift to jump forward or backward.
Erik and Alli compare notes on what goes wrong when high-performing leaders move from managing individual contributors to leading leaders. They highlight recurring gaps, including losing ground-level visibility, suddenly being expected to influence strategy at higher levels, and struggling to develop and communicate effectively with the leaders beneath you.
🧠Conversation Highlights
- The IC to people-manager transition often isn’t taught, so the “leader of leaders” shift compounds the learning-by-trial-and-error problem.
- A common trap is staying in the weeds and trying to personally verify what’s happening below, rather than building systems to keep you connected without micromanaging.
- New leadership layers add boardroom dynamics: you’re expected to influence peers and strategy, not just execute plans handed to you.
- When people are promoted over peers, they can develop a “prove I earned this” posture and also face more incomplete-information and uncertainty.
đź’ˇ Key Takeaways
- Leaders of leaders need leverage, not more hands-on work: the goal is to stay informed via systems and influence rather than re-owning problems.
- Strategy competence becomes an operational skill. You need time to understand what senior leadership cares about so you can connect that to execution.
- Communication and development channels often break when you lose direct visibility. You need a clearer framework for discussing performance and coaching needs with the leaders under you.
- Delegation and coaching are the foundational multiplier. If you get it right at the IC level, you can teach it downward through your leadership layer.
âť“ Questions That Mattered
- What common gaps show up when people move from leading ICs to leading leaders without being supported through the transition?
- How should new leaders adjust when they no longer have ground-level visibility but are still accountable for outcomes?
- What changes when you enter boardroom and peer-influence dynamics rather than only executing strategy?
- Which single competency would you bet on for someone preparing for the “uncharted water” of leading leaders?
🗣️ Notable Quotes
- “their job is not therapist.”
- “Sometimes there isn't one.”
- “learn how to delegate well and actually coach people.”
- “that game of incomplete information is often new when you move into this lead leaders role”
đź”— Links & Resources