Individual Contributors Make the Company. Start Acting Like It.

Here’s something I wish more people would say out loud:

Individual contributors are the ones keeping the whole place running.

They might not have a fancy title or a team reporting into them, but they’re the ones:

• Building the systems

• Spotting the gaps

• Fixing things before they break

• Remembering what worked last time

• Helping everyone stay a little saner when the pressure’s on

If you’re an IC — especially one who quietly holds everything together — I want you to hear this:

You’re not “just” anything. You are essential.

And if you’re a manager or leader? It’s time to start treating them like it.

Most Companies Are Still Getting This Wrong

Too many companies follow this unspoken rule:

Be great at your job → Be really great at your job → Now go manage other people doing your job

It’s lazy. And it’s outdated.

Some of the most impactful people I’ve ever worked with had zero interest in managing a team. And guess what? That didn’t make them any less valuable — if anything, it made them more focused, more steady, and more trusted.

Not everyone wants to lead people. And no one should feel like they have to just to prove they’re growing.

ICs Deserve a Path — and a Paycheque — That Matches What They Bring

Here’s where a lot of frustration builds up: ICs are doing incredible work, but no one’s saying what growth looks like. Or worse — everyone’s pretending it doesn’t matter because “you’re not a manager.”

That’s not okay.

Being compensated fairly for the work you do — including the institutional knowledge you carry, the context you hold, the stability you bring — is a valid goal.

A goal you should be supported in.

Your company doesn’t just owe you kind words. They owe you structure, visibility, and a paycheque that reflects your impact.

If You're an IC, Here's Your Permission Slip

Let me be clear, because I care about this one deeply:

You are 100% allowed to want:

• Better tools and fewer time-wasting meetings

• A role that grows with you

• Feedback that leads somewhere

• Compensation that reflects the value you bring

• Recognition that doesn’t come after you threaten to quit

• A future that doesn’t require managing people to be seen as successful

You’re not being high-maintenance. You’re being honest.

And if you’ve been told you’re “not ready” or “too valuable where you are,” just know:

That’s not feedback. That’s stalling.

You deserve clarity, support, and progression — whether that means a new title, better pay, more scope, or simply being seen.

(We’ll talk more about how to advocate for all of that in an upcoming article.)

If You’re a Manager: Build the Ladder Sideways

Look — not every IC wants to move “up.” That doesn’t mean they’re done growing.

If you lead a team, here’s how you support your ICs:

• Define what leveling up looks like without tying it to headcount

• Give consistent, meaningful feedback — not just compliments

• Make their growth a topic before it becomes a retention problem

• Normalize talking about compensation, scope, and impact — without making them initiate every time

Your ICs are already leading. Just in a different way. Your job is to help them do it sustainably — and feel good while they do.

Let’s Be Honest

Individual contributors are not placeholders. They are not “on the way” to something else. They’re not waiting in the wings.

They’re the ones remembering how your system actually works.

They’re solving things leadership hasn’t even noticed yet.

They’re the reason your deadlines get met — or close.

And if that’s you?

You’re not asking for too much.

You’re asking for the support your work already warrants.

You don’t need a new title to be taken seriously. But if you want one — and the pay, scope, or recognition that should come with it — you deserve to ask for that too.

You're doing the work.

Let’s make sure the structure — and the pay — catch up to you.

Action Required:

If you’re an individual contributor, it’s time to stop thinking of yourself as “just” anything.

Ask yourself:

• Where am I waiting for permission to lead — even though I already see the path forward?

• What critical outcomes rely on my work, even if no one’s saying it out loud?

• Have I underestimated my role because I don’t manage people?

This week, claim your impact:

• Write down the measurable ways your work drives results (money, time, outcomes).

• Speak up in one meeting you’d normally stay quiet in — even if it’s just to ask a smart question.

• Start building your internal reputation like you're the linchpin — because chances are, you are.

You don’t need a team to be a leader. You need clarity — and a little nerve.