I am in a new role as Director of Sales for my company, with 20+ years experience as an individual contributor. I've been tasked with setting strategy and increasing revenue across all regions (5 offices in 3 states in the midwest). For context, we are a technology systems integrator (hardware, software & services). How do I need to think differently as a sales leader vs an IC? What are some hazards / roadblocks I should be aware of as I make this transition?

The areas I think differently as a sales leader vs an IC are:
1. What are the steps in the sale process that are communicated clearly (leader) and which do I just know and do (IC)
2. What additional data can I base win probability on to support my forecast
3. Competitive analysis is key, respect but don't pay too much mind to the competition
4. Do I have the correct talent, do I know my ideal candidate and am I building a team with diverse skills and perspectives
5. How do I build trust across other functions of the business
6. My time is not my own and how do I unblock barriers for those on my team

As a sales leader, your role shifts from being the top performer to building a high-performing team.
You need to think bigger, setting strategy, aligning teams across regions, and driving consistent, scalable revenue growth.
Focus on developing your reps, not just stepping in to close. Use data to guide decisions, spot gaps, and improve forecasting.

You’ll also need to collaborate cross-functionally, with marketing, ops, and finance, to remove friction and stay aligned with company goals. Key challenges to watch for include micromanaging, uneven team performance, unclear priorities, and holding onto the IC mindset too long.
Your success now comes from empowering others, setting clear direction, and building a strong, repeatable process across all regions.

I'm not a DOS, but I enable sales leadership.  My advice is always:

1. Identify your trusted network of people to support and their roles:  Marketing, HR, Sales Ops, Enablement, etc.
2. Assess the market & areas of growth: Account/Territory Plan reviews, leverage marketing/sales ops/GTM teams for an assessment
3. Assess your talent: Are your people performing?  Are your partners performing?  Are your people targeting the right revenue? (Gather leader/customer feedback, HR/Sales Enablement/Sales Ops Talent Assessment) 
4. Build an action plan: Take it slow, listen, and understand. Don't be afraid to make decisions because you're the boss now.  Leverage your trusted network and co-develop a 90-day, 6-month, 1–3-year plan.