> ## Content Index > Fetch the complete content index at: https://sempler-minds.ghost.io/llms.txt > Use this file to discover other available public pages before exploring further. # Why Managers Should Stop Doing Their Team's Work - URL: https://sempler-minds.ghost.io/why-managers-should-stop-doing-their-teams-work/ - Published: 2026-09-12T17:59:31.000Z - Updated: 2026-09-13T18:12:23.000Z - Author: Sempler Minds - Tags: Transition To Management *Helping team members when they are in trouble is good but it can lead to a dangerous rescue cycle.* As individual contributors step into the role of a Manager, they tend to help team members when they are stuck, or the work is slowing down or when the team member is not able to progress because of other issues. This is good, because an experienced manager may be able to resolve it faster or it may feel the safest way to ensure the outcome is met. Sometimes it may be necessary, but it becomes a consistent approach to avoid delays or slow progress, if manager becomes the "fixer" for every problem, unfinished work, it leads to an exhausting pattern for the manager. Manager becoming a "fixer" should be avoided for following reason: 1. Your own work gets delayed with team members problems 2. Team members wait for your confirmation before taking any step 3. Progress slows down when Manager is not available 4. Manager ends up working long hours than rest of the team members 5. Managers can't take time off as the team could stop progressing > The problem here is not about manager helping, but the problem is Manager help has become a substitute for team member's ownership. Managers should not assume that being accountable does not mean to do every task yourself. It actually means to, \- create clarity, \- identifying risks early, \- removing blockers, \- making decision that only Managers can make, \- communicate when delivery is at risk. A strong team does not need a manager who has to solve every problem, rather manager should provide the direction, clarity and decisions that team members can't make. Why? If managers continues taking over team members' work, then it leads to the following: - Limits learning - team members miss the opportunity to build judgement and confidence - Creates dependency - members always wait for manager rather than solving the problem - Manager being bottleneck - for every progress manager will become a bottleneck - Hides underlying issues - managers cannot asses when the slowdown is because of member's skill, unclear goals, poor processes, or anything else which is external. - Less reliable - team will be productive only when the manager is available > The objective is not to stop helping. It is to help in a way that makes the team members more capable to face a similar problem or situation in the future. --- Then, how to help team members to become more capable? Following are some of the approaches that managers can use to avoid becoming the "fixer". ▶ **Approach #1**: Support, but do not substitute Managers should try to resist the instinct to immediately take the work back when team members are either stuck or there is an urgent issue that needs resolution. Instead, ask the following simple questions to encourage team member to think through the situation instead of waiting for an answer from Manager. a. What have you tried until now? b. What are the options do you see? c. What do you think is the blocker? d. Given the options you see and blockers, what could be the next step? These questions will show that you are available and interested in helping. And these questions could lead to deeper questions mentioned below that will help to understand the core issue: \- is the expected outcome clear? \- are the priorities clear? \- is the dependency visible? \- is there any need to go back to stakeholder? > The key here is to provide support to the team members through questions and understanding the gap rather than automatically becoming the person who will complete the work for them. ▶ **Approach #2**: Guardrails and Early check-in Another reason why managers end up taking over the work from team members is because they don't follow up regularly about the ongoing work. They wait until last stages before the deadline to find out the progress. > Managers should have enough time to provide the support that was discussed in Approach#1\. If so, then managers should get early indications about the blockers, dependency or issues that could lead to delays at last stages. This can be achieved with the following: **a.** Agree on simple guardrails This will ensure team members highlight the possible issues, blockers, dependencies at the early stages. Or define a clear outcome with timeline that will act as a checkpoint for the progress. **b.** Set up check-ins Instead of waiting for last stages of deadline, agree on regular cadence to review the progress and guardrails that are in place. The above two will help managers to identify the blockers or dependencies or to check need for adjusting priorities or decision to provide additional support early. With early indications, managers will have sufficient to provide support without taking over. > Important point to note that managers should agree on a milestone and a check-in early enough to make a decision on support to provide by avoiding monitoring every detail. ▶ **Approach #3**: Adjust priorities and communicate early Even after providing enough support early stages, sometimes the work cannot be completed as planned. During this situation, managers should resist to taking over the work and become the "fixer". Instead take the following steps. 1. Adjust the scope of work Check whether scope can be reduced or altered to ensure that the subset of the work can be completed that can be shown as progress. This may not be ideal but it provides a way out from not delivering anything to delivering a logical portion of the work, that can still add value. 2. Communicate early with stakeholders Once, Manager realise that the delay will occur no matter what step will be taken, communicate with stakeholders to inform about the delay. In that discussion, if the scope can be adjusted and get an agreement. At the last stage any surprise will reduce stakeholder confidence, but early communication gives everyone a better chance to agree on a plan that can be achieved. By adjusting the scope and proactive communication with stakeholders will help to ease the pressure on the team as well as on the Manager. This will eventually avoid Managers ending up taking over from the team. --- The last question to be answered is when should a manager ideally step in directly? Manager should intervene when, \- there is a serious customer issue \- financial related issues \- legality problems, \- people risk \- reputational risk \- when team member has received enough support but the outcome is still at risk. In all the above case, manager should perform the following action to ensure the outcome is protected without taking over the entire task: a. bring expertise that could identify the core issue b. identify possible solutions through brainstorming c. narrow down the final approach d. communicate with stakeholder e. make the final decision on how to proceed --- Lastly, following are some of the question managers can ask themselves as a reflection when they end up taking the team members' work for whatever reasons: 1. What made me to take over the work? 2. What support could I have provided without taking ownership away? 3. What guardrails would have reduced the risk of delay? 4. When should team members escalate next time to avoid such a situation? 5. Was there any external factors causing the work to get delayed? These reflection question will help managers to be prepared for future situations by adjusting the scope, enhancing team member skill through training or mentorship or better communication with stakeholders. ✔️ Final thoughts... Effective managers do not leave team members struggle alone, rather they provide enough clarity, support, and psychological safety for the team to handle the work themselves. > When Managers end up in the "fixer" situation, pause before rescuing. > > Try to help the team understand the problem, agree on next steps, follow-up cadence. In this way, managers can gradually move away from being a "fixer" and start leading the team more strategically. Happy management! --- **Additional Reading** Read about [a case for simpler management](https://sempler-minds.ghost.io/about/) Read about [the process of transitioning to management role](https://sempler-minds.ghost.io/how-to-transition-from-contributor-to-manager/) Free Udemy Course [How New Managers Can Succeed In Management Role.](https://www.udemy.com/course/simple-effective-way-for-transitioning-to-management-role/?referralCode=A405ACAA61A95EAED60E&ref=sempler-minds.ghost.io)