Brousseau: The first major transition point occurs when you have other managers as direct reports. Your responsibility has broadened, and the time horizon you're working with has increased. As managers get farther removed from the day-to-day action, they have to rely more on other people for the information they need to make good decisions and be willing to wait and think before jumping to a conclusion. The styles that encourage others to come forward with information are quite different from those that are needed on the front line. The key thing is you start listening more. You also do everything you can to make yourself approachable. You solicit ideas and viewpoints. You show your appreciation to others. It's absolutely essential, or things will happen that you don't know about and you'll make decisions based on the wrong information.

Hourihan: You also need to handle more complex information, because you don't have to wrap everything up by the end of the day. You need an increased ability to tolerate ambiguity and uncertainty and absorb a lot of information and see things--both the forest and the trees. But one attribute that doesn't change is the ability to pull the trigger. We assess a lot of people who have complex, creative thinking but can't make a decision. They fail.

Do all managers go through this same evolution?

Brousseau: When you're promoted, there's a tendency to keep on doing what made you successful. But it doesn't work so well. You crash into walls and become puzzled until the light goes on. Some realize this gradually or get coaching. Some crash and burn. Some move through the management levels without changing. But this takes a toll, and their careers tend to founder at some point.

Hourihan: Either you change or you fail. That's the message here. Coaching or leadership development training at that level is critical.