When to Solve Your Team’s Problems, and When to Let Them Sort It Out


Prior to taking a management role, you can measure your contribution to the organization by counting the number of important problems you solve. But the day you become a manager, the arithmetic changes. Your success is no longer measured by how many problems you solve. Instead, your role is to build a team that solves problems.

Anytime you become the hero by solving the problem, you risk teaching your team that without you, the situation is helpless. Over time, and with repetition, you collude with your team in creating a situation that isn’t good for any of you. You surrender your bandwidth to low priority tasks and you reinforce weakness in your team. Read more to find out what to do about it...



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