How leaders can elevate their teams, drive success

“It’s so much easier to do it myself.”
“I don’t have time to pour into people.”
“I can get it done quicker and better.”

These are some of the most common thoughts leaders may have when struggling with delegation and team development. While these beliefs feel valid in the moment, they often trap leaders in the weeds — so focused on daily tasks that they never step back to think strategically about the business.

In my recent conversations with a group of eight business leaders, a recurring theme emerged: Many felt overwhelmed by daily operations, leaving little room for high-level thinking and planning.

In this session we discussed that even legendary investor Warren Buffett emphasizes the importance of protecting time for strategic reflection, famously keeping his schedule as open as possible to allow for deep thinking.

The weeds feel safe because they provide an illusion of control. There are certainly times when leaders must be deeply involved, such as during staffing shortages or when learning a new aspect of the business. However, leaders should be intentional about not making this their permanent leadership style.

When I asked a group of leaders about the consequences of staying buried in the weeds, their answers were strikingly similar: burnout, limited effectiveness, and an inability to delegate. These same leaders also acknowledged that while being hands-on offers a sense of control and certainty, it often comes at the cost of developing talent and fostering true team commitment.

How does a leader transition from reactive, task-driven leadership to a more strategic, people-focused approach? The answer starts with a mindset because mindset precedes skill set. Leaders who think like coaches recognize that their greatest asset is their team. They understand that long-term success depends on developing future leaders, not just managing daily operations.

A retired executive once shared this advice with a group of leaders in a development session: “When you feel stuck in your career, invest even more in others.” This wisdom applies to leaders at every level. Shifting from a do-it-all mentality to a coaching mindset is often the first step toward building a sustainable leadership pipeline.

An effective way to begin is by implementing a structured talent development strategy. One practical approach is creating individual development plans (IDPs) for key team members. A well-structured IDP should identify key strengths and areas for growth, outline meaningful short- and long-term career goals, provide skill-building opportunities such as training and mentorship, and include regular accountability checkpoints to track progress.

To make this process manageable, leaders can start small by selecting two or three top-to-mid-level performers as a test group and developing a 12-month IDP tailored to their growth. With today’s abundance of free resources and technology, building a development plan has never been easier. However, no amount of technology can replace a leader’s intentional investment in their people.

As legendary coach John Wooden once said, “A leader’s most powerful tool is the ability to develop others.” By stepping out of the weeds and focusing on building a strong, capable team, leaders set themselves — and their organizations — on a path to lasting success.

Editor’s note: Erik Dees is a partner with Milestone Leadership. Milestone Leadership’s mission is to build leaders worth following. The opinions expressed are those of the author.