Over the past week or so, I have been working with a couple new principals. One has experience in previous principal roles but not at the scope of their new role. Another who has been an assistant principal twice, but the new role is quite different from any role they’ve had before. I have told them both, as I have with so many leaders, their role isn’t to do the things they once did, their role is to lead the school, grow the teachers and leaders, and focus on instruction as much as possible.
Reflect for a moment on the days when you were the one directly responsible for the work. You had the skills, the expertise, and the accountability that came from doing things yourself. There’s a certain pride—and yes, a sense of comfort—in knowing that you can jump in, fix a problem, or streamline a process effortlessly. This Legacy of hands-on ability is something we carry with us into leadership.
However, the very competence that made us shine in our former roles can become a double-edged sword. When things go awry or when there’s a team challenge, it’s often instinctual to step back into what we know best. We roll up our sleeves and take over tasks rather than empowering our teams to solve problems on their own. And while that might resolve an immediate issue, it can inadvertently slow our Growth as leaders and stifle our team’s development.
At its core, leadership isn’t about being the last person to carry out the task—it’s about ensuring that each member of the team feels confident, capable, and supported enough to handle the work on their own. This shift from doing to leading is both a mindset and a skillset transformation.
Imagine a school principal who, despite an extensive leadership training, finds herself rewriting lesson plans or mediating minor disputes personally. It’s not that she doesn’t trust her staff; rather, it’s a subtle signal that perhaps she isn’t entirely comfortable focusing on the people side of leadership. By solving these problems herself, she denies her team the opportunity to grow and takes up valuable time that could be spent fostering Relationships, Coaching, and strengthening the overall vision.
Let’s be honest: when under pressure, falling back on what feels safe is a human reaction. For many leaders, this manifests as an internal debate—what is more urgent, fixing the immediate problem or developing the skills and independence of the team? The answer, while obvious in theory, often gets lost in the day-to-day hustle.
A critical shift happens when we start asking ourselves:
“Am I spending my time in my leadership zone, or am I getting caught in my comfort zone?”
This question is not meant to criticize our past actions but to gently remind us of what our impact could be if we truly embrace our role as leaders. When we keep handling tasks that were once part of our personal contributions, we inadvertently risk becoming bottlenecks. Our teams might feel less ownership, and we lose the chance to leverage our true strengths—mentoring, vision-setting, and inspiring others.
When we transition from being task-doers to people-leaders, the impact is profound. Consider a scenario in a school setting: a classroom teacher is struggling with new Technology integration, and instead of personally stepping in to fix the glitch, the school leader can empower a tech-savvy colleague or organize a mini-workshop to build broader capacity. This not only resolves the issue but also reinforces a culture of shared expertise and continuous learning.
Empowered leadership creates an environment where risks are shared, and failures are viewed as stepping stones rather than setbacks. It fosters Innovation by encouraging team members to take initiative and solve problems independently. Ultimately, this approach multiplies the leader’s impact far beyond what any single individual could achieve alone.
Transitioning to a full leadership role isn’t without its challenges. Some common roadblocks include:
Fear of Letting Go: It’s natural to worry that if we stop doing the work ourselves, the quality might suffer, or things might fall apart.
Trust Issues: Sometimes, leaders hesitate to delegate because they’re not fully sure that others can handle the responsibility.
Identity Crisis: After years of being the go-to problem solver, it’s hard to redefine ourselves solely as mentors and strategists.
Facing these challenges head-on requires a blend of self-awareness and intentional strategy. It involves acknowledging our past successes while committing to a future where the growth of others is our main metric of success. The journey is as much about personal evolution as it is about team development.
So, what does stepping into our true leadership role look like? It begins with a simple, yet powerful, action step: create space for reflective pause. When you encounter a situation that tugs at you to intervene, pause and reflect. Ask yourself:
Is this something my team can handle with a bit of guidance?
Will stepping back here help build trust and capability within the team?
What is the long-term impact of me doing this task versus enabling someone else to learn and lead?
Taking time to answer these questions honestly can be the first step towards a more intentional and effective leadership style. Not only does this approach foster a culture of empowerment, but it also gives you the breathing room to focus on strategic, high-impact initiatives.
Today, I challenge you to identify one recurring task you’ve been handling that might be better served as a delegation opportunity. Instead of jumping in immediately, engage with the team member who could develop this skill. Offer guidance, support, and perhaps a framework or checklist to navigate the process on their own. This simple shift in behavior can spark a positive ripple effect throughout your organization.
By stepping back, you create more room to focus on what truly matters: building an environment where every member of your team feels both empowered and accountable. Your journey towards more effective leadership doesn’t mean relinquishing control—it means embracing a new kind of influence that multiplies success through others.
Leadership is a continuous journey of self-improvement and empowerment. The challenges we face in stepping away from the familiar will always be present, but the rewards of a truly empowered team are immeasurable. Let’s be the leaders who not only excelled at our individual tasks but who also pave the way for others to shine. Embrace the discomfort, commit to the growth of your people, and watch your impact expand beyond measure.
Action Step:
Today, pinpoint one task you typically do yourself that could be a learning opportunity for one of your team members. Discuss it with them, provide clear guidance, and set clear expectations for how they can manage it. This small step can catalyze a shift toward a leadership culture that values development and empowerment.
Let’s transform our approach—from doing to leading—and, in the process, empower our teams to reach their full potential.
Tune in this Sunday to “Leaning into Leadership” when I sit down with Joe LaTorre, English Language Arts educator at Oceanside Middle School in Oceanside, New York.
Special alert: continuing this week, I am hosting all three of the finalists for the National Middle School Principal of the Year and all three finalists for the National High School Principal of the Year on the podcast. Make sure you check them all out!!
