The Manager’s Role: Getting the Work Done, Not Doing the Work
One of the biggest shifts managers have to make (especially those who’ve been high performers), is letting go of doing the work themselves.
It’s a common trap, and I say that from experience. When I first stepped into a leadership role, especially in sales, I struggled with this. I was used to chasing targets, pushing hard for results, and maximizing my personal earnings. I prided myself on moving fast and getting things done - and I didn’t realize just how much that mindset was clashing with the needs of my team.
I was still in “doer mode,” and without meaning to, I created an environment where my team couldn't really step up. They either felt overshadowed or discouraged, or they stepped back entirely because they knew I’d jump in and finish the job. And once that dynamic sets in, it’s hard to create accountability.
Why would they own the outcome if I was always going to step in and fix it?
This is a challenge I see with so many new (and even seasoned) managers. It’s not a lack of care or effort - it’s often too much. You want the team to succeed, so you jump in. But in doing so, you can become the bottleneck, burn yourself out, and unintentionally hold your team back.
When I started training new managers, the first lesson was always this: Don’t save.
Leadership isn’t about doing the work, it’s about creating the conditions for the work to get done. That means offering clarity, removing roadblocks, setting expectations, and holding people accountable.
When managers make this shift, a few powerful things happen:
Teams start to grow because they’re trusted, stretched, and supported.
Managers free up time to think strategically instead of constantly putting out fires.
Everyone’s confidence grows, because success becomes a shared outcome.
The transition from individual contributor to leader is a mindset shift. It’s no longer about your own output. It’s about how you develop others to deliver results - consistently, confidently, and in a way that supports their growth.
So, if you’re a manager feeling the pressure to carry it all, take a breath. You don’t need to have all the answers. Your job is to create space, not fill it. That’s where the real leadership begins