How to Transfer Leadership Skills from One Industry to Another

I’m regularly asked by clients and executives whether they can shift their leadership skills into another industry. Three decades of experience in identifying, developing and accelerating extraordinary leadership has given me a unique insider view on this issue.

My answer is that it depends on two things: first, whether we are talking about management or leadership, and second, what type of leader you are.




Management Vs Leadership


Rear admiral Grace Murray Hopper was a brilliant scientist and mathematician who once said, “You manage things, you lead people.” She was making the clear distinction between two very different sets of skills and experiences.


Management usually concerns tasks like analysis, judgement, commercial acumen, planning and organising. It is often heavily interwoven with professional and technical knowledge relevant to a specific industry and so may be harder to apply outside that industry. That makes management skills and experience harder to sell outside your industry to a recruiter or prospective employer. For example, expertise as a supervising engineer in the mining industry is unlikely to be advantageous to someone applying for a marketing supervisor role in retail.


Leading People, Not Managing Things


Leadership however is about people, not things. It depends on skills that allow you to get the best out of others such as influencing, coaching, managing performance, motivating, developing others, building teams, and cultivating partnerships. These are skills that are applicable across any industry and people who do these things well are highly valued across all industries. They are therefore often seen as more relevant across different industry contexts because the subject matter is the same regardless of the industry - getting things done through other people.


In this way, people skills and experience leading people is generally more transferable across industries than technical skills and experience in the management of things.

The second factor that affects your likely success in transferring your leadership skills across industries is which type of leader you are: Expert or Enabler.


The Expert Leader


The Expert Leader’s success relies heavily on a deep base of technical knowledge and experience they have built up over time. Their promotion to their very first supervisory role was probably a result of having an above average level of expertise and competence in their specific area of work, and over time they have built upon that reputation.

It’s this expertise that others seek out because they usually have all the answers, with Expert Leaders consequently spending a lot of their time telling and instructing others what to do and how to do it.


Their expertise is their source of their authority and power, and it’s the principal resource they use to exert influence on others, including those that they lead. In this way, their success as a leader can’t be separated easily from their specific expertise in that industry.

The Enabler Leader


The Enabler Leader has a differ