If you’ve started a company or have been promoted up through the ranks to a management role, chances are that you’re really good at doing things yourself and controlling every detail. Early on in our careers, it’s often what makes us exceptional performers. The same skill set that leads to effective execution as an individual performer can be counterproductive as a manager. This can result in teams that are less able to solve problems themselves and reports that feel suffocated and ‘micromanaged’. Learning to let go of the need to manage every detail is something I’ve had to learn:

Tip: Instead of fixing problems yourself, focus on nurturing problem solvers by turning ‘Do this’ into ‘What do you think we should try?” Seek the joy of watching others succeed by doing something their way rather than trying to do everything yourself.