Summary
Let’s call this what it is:
Too many leaders build a team—then block it. Not with malice. Not with bad intentions. But with endless check-ins, overwritten decisions, and that little voice whispering, “Just let me tweak this one thing.”
That’s not leadership. That’s control addiction. And it’s bleeding you dry.
The Real Epidemic: Leader Overfunctioning
You’re tired. Burned out. Always busy. Not because your team sucks. Because you won’t let go.
You over-explain. You rewrite. You obsess. You attend meetings where your name doesn’t need to be. You ask for updates on work that hasn’t had a chance to breathe.
You say you want a high-performing team—yet you’re the bottleneck disguised as a boss.
What It’s Costing You (and Them)
- Execution drag: Things move slower because everything goes through you.
- Decision fatigue: You’re worn out from decisions you shouldn’t even be making.
- Disengagement: Your team stops showing initiative because they know you’ll take it over anyway.
- Invisible resentment: The kind that makes top talent quietly update their LinkedIn profile.
Let’s be crystal clear:
Every time you redo work someone else could have owned, you’re telling them: I don’t trust you.
That is poison to trust. And it will kill your team’s drive faster than any external threat.
What Your Team Actually Needs From You
- Clarity of direction: Where are we going and what matters most?
- Boundaries for autonomy: What decisions are theirs vs. yours?
- Fast context, not slow approval: “Here’s what matters. You own the how.”
- Real accountability, not constant oversight: Let them deliver. Then review.
You’re not supposed to be the hero. You’re the multiplier.
How to Get the Hell Out of the Way
1. Lead with context, not control
Stop prescribing every tactic. Instead say: “Here’s the goal, here’s the guardrails—run with it.”
2. Say this, not that:
☒ “Keep me in the loop every step.”
✓ “Let me know if you hit a blocker—otherwise, go.”
☒ “I’ll take a quick pass at this before it goes out.”
✓ “If you’re confident, I trust it’s ready.”
3. Turn approval into alignment
Don’t make them wait for green lights. Align early, then back off.
“Here’s what matters to me: X. As long as that’s covered, it’s yours.”
4. Audit your presence
- Which meetings could you leave—or never attend again?
- Where are you adding value vs. adding friction?
- Who’s holding back because you’re in the room?
5. Model the behavior
Don’t just say “own it.” Show them what it looks like to delegate fully. Say:
“I’m not reviewing this. I trust your call.” And mean it.
Your Fear Is Valid—But Still Wrong
You think:
- “If I step back, they’ll mess it up.”
- “They’re not ready.”
- “This reflects on me.”
And here’s the truth:
- They can’t get better unless you give them room.
- They won’t take ownership unless you stop taking it back.
- You can’t scale if you’re still gripping the wheel.
Final Hit: Leadership Is the Transfer of Power, Not the Hoarding of It
If your team still relies on you for every answer, you haven’t built a team—you’ve built a task force. And that’s not leadership. That’s managerial micromanagement in a nicer suit.
So take a breath. Name your control reflex. And step the hell out of the way. Your team is ready. Are you?
