Desde HBR

January 15, 2016

Don’t Do Your Team’s Work for Them

One of the most common stumbling blocks for new managers is failing to set the right boundaries in their new job, especially around who is responsible for what. When you become a manager, your job changes from being an individual contributor to leading a team. Where once you were tasked with producing high-quality work yourself, now you have to support your team while they produce it. Making that transition isn’t easy. But even if doing everything yourself seems faster, you have to resist the urge. Managers have big-picture responsibilities, from attending staff meetings to setting budgets to assessing your team’s performance. When you do your team members’ work for them, they don’t learn anything, you don’t have time for your own work, and you set a dangerous precedent. So have a frank talk with your team about your expectations. Make sure they know you’ll support them — but their work is their own.

Adapted from “First-Time Managers, Don’t Do Your Team’s Work for Them,” by Ron Ashkenas