Years ago, I had a team of 14 direct reports. They were dedicated, talented professionals — but their performance wasn’t where it needed to be. And I realized… I was the problem.
I had been working overtime to help them succeed. Stepping in to fix things. We offer advice and edits before every deliverable reaches our CEO. It came from a good place, but I sent the wrong message: “You can’t do this without me.”
They started relying on me — and their confidence, initiative, and performance took a hit.
One day, I made a decision. I stopped editing and started empowering. I told them that all deliverables going forward had to be presentation-ready as if I weren’t involved at all. I was clear, supportive, and consistent.
At first, it was uncomfortable — for all of us. But something amazing happened.
They stepped up, collaborated more, asked better questions, owned their work, and became proud of it. Our output improved dramatically, and so did morale.
This wasn’t about letting go completely. It was about holding the team to a higher standard and trusting them to rise. I was still there to support, guide, and troubleshoot — but I was no longer the safety net.
This experience changed how I lead. It reminded me that outstanding leadership is not about doing the work for others. It’s about creating a space where people believe in themselves, are expected to grow, and are trusted to deliver.
If you’re feeling frustrated by underperformance on your team, ask yourself:
Are you doing too much?
Are you unintentionally signaling that they can’t do it without you?
Are your standards clear — and are you allowing people to meet them?
Raising the bar while giving people room to grow may be the most powerful thing a leader can do.
