16 Years Later: Why High Agency Wins

How to Lead from the Individual Contributor Seat by Removing Friction

After sixteen years of managing teams and leading organizations, I recently transitioned back to an Individual Contributor (IC) role. This shift has given me what I call a “manager’s cheat code.” I know exactly what keeps a manager up at night because I have lived it. I’ve sat through the calibrated performance cycles, the resource planning headaches, and the stress of a team member who “goes dark” when a project hits a snag.

In my years as a leader, I watched talented people stall their careers because they treated their role as a list of tasks rather than a partnership. They waited for permission, avoided the “boring” work, and made their growth someone else’s responsibility. Now that I am back in the IC seat, I use those observations to lead from where I sit.

Here is the roadmap I follow to be a high-agency partner, built directly on the mistakes I saw others make for nearly two decades.

1. Kill the Administrative Friction

I have seen managers spend hours every quarter chasing people for mandatory privacy and compliance training. Don’t be that person. These requirements are the “taxes” of corporate life—they are non-negotiable and unavoidable. Pay them early and without complaining. When you complete these the moment they drop into your inbox, you build a foundation of trust. You signal to your manager that you are reliable and that they never need to “manage” your basic responsibilities.

2. Radical Proactivity in Communication

The biggest mistake I saw as a manager was people “showing up” to meetings but not “driving” the results. High-agency ICs don’t wait for the weekly sync to give an update. If you have a breakthrough or a status change, send a quick async update immediately. Follow up on action items before your manager has to prompt you. When you provide information before it’s requested, you eliminate the “guessing game” for your leader and give everyone back the gift of time.

3. Be the Team’s Safety Net

In my sixteen years, the most valuable teammates weren’t just the smartest; they were the ones who stepped up when someone else was down. When a colleague is out on vacation or for a personal emergency, don’t just “watch their inbox.” Fully represent them. Keep their projects moving so they don’t return to a mountain of stress. A team that heals its own gaps without a manager’s intervention is a high-performing machine.

4. Build for Your Own Absence

I’ve seen critical projects grind to a halt because one person went on vacation and didn’t document their process. Don’t let your knowledge become a silo. Document your logic, your “how-to,” and your project statuses so clearly that a stranger could step in tomorrow and keep the lights on. Documentation is an act of empathy for your teammates and your manager.

5. Own Your Expectations and Growth

The most common mistake is waiting for “Performance Season” to talk about your career. Your growth is your responsibility, not your manager’s. I write my annual expectations in advance and proactively review them with my manager every quarter. I don’t wait for a prompt; I provide the agenda. Your manager is your Board of Directors; you are the CEO of your career.

6. Signal the Storm Early

As a leader, I never minded bad news, but I hated surprises. If you see a blocker, a technical hurdle, or a cross-functional misalignment that might slow a project down, say something immediately. Seeking support early isn’t a sign of weakness—it’s a strategic move. It gives your manager the lead time they need to help you pivot or clear the path before a delay becomes a disaster.

7. Maintain a Living Accomplishments Ledger

Don’t rely on your manager’s memory—or your own—at the end of the year. Maintain a running document of your wins, impact, and feedback. Keep it shared and accessible to your manager at all times. This removes “recency bias” and turns the annual performance review from a stressful weekend chore into a simple ten-minute verification.

8. Seek Multi-Directional Feedback

I watched too many people wait until their formal 360-review to find out they were off track. That is too late. Ask your cross-functional partners for honest feedback frequently, specifically on your leadership behaviors and collaboration style. Fix small drifts in real time so they never end up in a formal performance file.

9. Define Your North Star

Where do you want to be in two or three years? If you don’t have a destination, your manager can’t help you navigate. Define the specific skills and behaviors required for the next level. This clarity allows your manager to look for—or create—the exact opportunities you need to demonstrate that growth.

10. Stay Grounded and Direct

Finally, avoid the fluff and the corporate jargon. After sixteen years, I’ve learned that the most respected people are those who speak plainly, focus on the work, and act as a partner. High-agency partners don’t pontificate; they produce.

When you treat your role as a partnership rather than a job, you stop being someone who needs to be managed and start being someone who leads from whatever seat you happen to be in.