Do you tend to jump in and help your staff members with every challenge they face? You might think you’re helping, but solving people’s problems for them isn’t always the best approach. Jumping in too quickly can limit individual growth and prevent your team members from developing their own problem-solving skills.

Leadership expert Ben Brearley says that if you often own more than your fair share of a situation or problem, it’s time to make a change. Without trust in your team to handle their own issues, you risk burnout and stagnation. 

In this issue of PromoPro Daily, we share Brearley’s on how leaders can stop taking on other people’s problems.

Get clear on your boundaries. In other words, clarify where your responsibility ends and the other person’s begins. Brearley says this is an important step in stopping yourself from taking on too much of what someone else should own. Remember that when it comes to workload specifically, you own the tasks within your role. Other people own theirs.

Outline what your team members should do. After your boundaries are set, make sure your team knows what you expect from them. Brearley says there’s no sense wishing for people to change or take accountability. You need to give them feedback. Communicate the parts of a situation that you will own and the parts that you won’t.

Find the consequences. According to Brearley, leaders often take on other people’s problems because they don’t see the other person taking ownership. Instead of holding them accountable, they fill in the gap. If your team members continually drop the ball, miss their quota or arrive late to work, what happens? Do they get a warning or does nothing really happen? There must be consequences. Otherwise, why would the other person bother to take ownership in their part?

You may want to dive in and solve every challenge, but doing so can stifle your team and damage your productivity. Instead, set clear boundaries to avoid taking on tasks that belong to others. You should also clearly communicate expectations to ensure team members understand their responsibilities. And finally, be sure you establish consequences so team members feel motivated to own their roles. By doing so, you empower your team, foster growth and protect your own productivity and well-being.

Compiled by Audrey Sellers
Source: Ben Brearley, MBA is a leader, manager, coach and creator of Thoughtful Leader.