Juggling Execution and Leadership

Striking the delicate equilibrium between doing and guiding is one of the toughest challenges for leaders who have progressed from individual contributors. When you were an individual contributor, you could focus entirely on your tasks, but now you’re expected to lead initiatives, allocate resources, and shape organizational strategy. The temptation is to revert to hands-on tasks because it feels more comfortable and tangible. But if you do that too often, you risk neglecting your team and losing sight of the bigger picture.

The key is to recognize that your value as a manager doesn’t come from crushing individual deliverables but from enabling your team to succeed. That means relinquishing control to foster autonomy and development. Start by distinguishing between critical priorities and operational duties. Ask yourself: Does this task require your specific skills or can someone else learn and take it on? If it’s the latter, then entrust it with clarity, feedback, and resources.

Delegation isn’t just about offloading work—it’s about cultivating talent. When you prioritize growth conversations, you multiply your impact. You’re not just fixing a single issue—you’re equipping them to handle recurring challenges. This takes patience and trust, 転職 資格取得 but over time, your team will become more independent and resilient, and you’ll gain more capacity to lead at a higher level like setting vision, fostering alignment, and clearing roadblocks.

Establish non-negotiable limits. Reserve consistent slots for strategic work such as weekly coaching, roadmap reviews, and culture building. Protect them with the same rigor as client deadlines. Don’t let firefighting drown out foundational work. Learn to say no or postpone less critical work so you can remain aligned with high-leverage activities for your team and organization.

It’s also important to reflect regularly on how you’re spending your time. At the end of each week, ask yourself: Was I leading or just doing? Were you empowering others or doing everything yourself? Refine your priorities based on impact.

Success isn’t measured by how much you personally complete—it’s about shifting your focus from doing to leading. The more you train your team to handle the day-to-day, the more you can become the strategic force your team needs. And that’s where your lasting value is created.