One of the biggest mistakes leaders make is becoming too involved in the jobs of their team members. Far too often, I witness leaders become less successful by doing too much. It’s a common temptation. It feels good to solve problems. It feels productive to jump into every decision. Unfortunately, we often find the very things we do to “help” end up making things harder for our teams. We become bottlenecks. We slow progress. We rob others of the chance to grow.
The best leaders set the stage for others to succeed. That means setting clear expectations, creating space for open communication, and developing trust. Then, they get out of the way.
Of course, that all sounds good. But how do you do that in a practical way? How do you let others solve their own problems without neglecting your responsibilities as a leader? Here are four ways to lead smarter by empowering your people to do more.
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Stop solving problems that are not yours.
When someone on your team comes to you with a problem, resist the urge to fix it. Instead, ask a question to help them find their own solutions. Try asking: “What do you think needs to happen?” or “What have you already tried?” These questions turn the focus back to them. They start thinking, not just reporting. This builds confidence in your team, which ultimately frees you up to solve bigger problems and make more impact. -
Make ownership the norm.
The leader should not own every outcome. Yes, as a leader, you will ultimately be judged by outcomes. However, your team needs to feel like they own the results, too. That only happens when they are allowed to make real decisions and experience real consequences. Set boundaries and make the mission clear. Then, give them space and the freedom to own it. When people feel true ownership, they take initiative more frequently and with higher levels of enthusiasm. They raise the bar for themselves and contribute to a culture of productivity for everyone. -
Be a safety net, not a shield.
There is a difference between supporting someone and shielding them. However, that distinction is one of the toughest for most leaders. In fact, for many of us, this is a constant balancing act. Ultimately, your team should know you are available to help them work through a challenge. But you should avoid the temptation to step in and fix things before they have had a chance to wrestle with it. Help them sharpen their skills and thinking by allowing them to solve their own problems. They should know the consequences and feel the weight of the decisions they make, while at the same time feeling safe to take risks and make decisions. -
Watch for signs you are in the way.
If every major decision still runs through you, that is not leadership. That is control. Pay attention to how often your team waits for your input before acting. Notice how much time you spend in meetings solving other people’s problems. These are red flags. They signal a system that depends too much on you. That makes for a fragile system with a high probability of bottlenecks.
Leading like this takes courage.
It is easier to just jump in and solve every problem. In fact, you were probably made the leader because you were really good at solving problems. It’s harder to delegate. It’s much harder to let people stumble sometimes. You will have to resist the urge to prove how smart or capable you are. But if you can do that, you will create space for growth.
When your team solves their own problems, they grow stronger. When you stop being the hero, others get to rise. That is how you build a team that can lead with or without you. And that is the real measure of smart leadership.
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