There’s a strange irony that comes with leadership. As you climb the ranks and gain more responsibility, the expectation is that you’ll have more freedom to focus on the big picture. Yet, for many leaders, the reality is quite the opposite. Instead of strategising and driving long-term goals, they find themselves dragged into daily firefighting, filling in for team members, and mediating the occasional office dispute.

I’ve seen it time and time again: highly competent, driven leaders who should be focused on steering the ship, instead stuck bailing out water. These are not your run-of-the-mill delegation issues, either. We’re talking about senior people, trusted lieutenants, who for one reason or another, need you to step in. So why does this happen, and more importantly, how can leaders escape this cycle?

Why leaders get sucked in: the illusion of control

There’s a common thread that runs through many leadership teams – the belief, often subconscious, that no one can do it quite like the boss. Leaders, especially those with a perfectionist streak, are often guilty of this. You’ve worked hard to get where you are, you’ve built up your expertise, and it’s hard to let go. So, when something goes awry, it feels natural to step in and fix it.

This isn’t entirely irrational. As a leader, you’re ultimately responsible for the success of the team, the project, or even the entire business. So, when things start to wobble, there’s an almost magnetic pull to dive in and sort things out personally. Whether it’s a team squabble, a missed deadline, or a last-minute client request, the urge to intervene is strong.

But here’s the thing: stepping in doesn’t just rob you of your time and focus, it also stifles the autonomy and initiative of the very people you need to be stepping up. What starts as a one-off intervention can quickly become a pattern – and before long, you’re not just leading the team, you’re doing their jobs too.

The dangers of firefighting

Firefighting – reacting to immediate crises – has an addictive quality. It feels productive. There’s a certain satisfaction in solving a problem, putting out the metaphorical fire, and moving on to the next. But in the long run, firefighting is a form of leadership burnout waiting to happen. It’s reactive, not proactive. Instead of leading, you’re managing one emergency after another, with no time to think about strategy or the bigger picture.

Worse still, firefighting sets an unhealthy precedent for your team. If they know you’ll always step in, they won’t bother solving problems themselves. Why would they, when the boss is just a few steps away from swooping in with the answer? Over time, this creates a dependency – a team that waits for direction, rather than one that takes initiative.

Giving autonomy without losing control

So, how do you give your team the autonomy they need to step up, without feeling like you’re losing control? It’s a delicate balance, particularly with senior people who might already have a fair amount of independence but still seem to rely on you at crucial moments.

Set clear expectations, but don’t micromanage: It’s tempting to think that autonomy means stepping back entirely, but that’s not the case. The key is to set clear expectations upfront. Let your team know what success looks like, what the non-negotiables are, and where they have room to make decisions. Then, let them get on with it. Resist the urge to check in constantly – that’s a surefire way to undermine their confidence.

What you could say:

‍"Here’s what I need from you on this project: hit the deadline, stay within budget, and make sure the client is happy. Other than that, I trust you to figure out the best way to get it done. I’ll be available if you need me, but I won’t be checking in every day."

Encourage decision-making at all levels: One of the reasons leaders often get dragged into firefighting is that their team isn’t used to making decisions. This is especially common in hierarchical organisations, where decisions are passed upwards, rather than being made at the level closest to the issue. To break this cycle, you need to create a culture where decisions are made by those best positioned to do so. Encourage your team to take ownership of their decisions, and support them when they make mistakes – because they will.

What you could say:

‍"If you’re closest to the problem, you’re also the best person to make the call. I want you to own your decisions, even if they don’t always work out perfectly – that’s how we learn. If something goes wrong, we’ll fix it together, but I trust you to give it your best shot."

Communicate, but don’t overdo it: Effective communication is key to giving your team autonomy. They need to know what’s expected of them, what the broader strategy is, and where they fit into it. But communication doesn’t mean constant updates. In fact, too much communication can be a form of control in itself. Find a balance that keeps you informed without micromanaging. Regular check-ins, rather than ad-hoc crisis meetings, can be a good way to stay on top of things without getting dragged into the day-to-day firefighting.

What you could say:

‍"Let’s set up a weekly catch-up so I can stay in the loop, but I don’t need updates on every little thing. If something urgent comes up, of course, flag it, but otherwise, I’m happy for you to keep things moving."

Delegate authority, not just tasks: One of the most common mistakes leaders make is delegating tasks without delegating authority. If you hand someone a project but don’t give them the authority to make decisions, you’re setting them up for failure. They’ll constantly come back to you for approval, and before you know it, you’re doing the work together. When you delegate, make it clear that the person has the authority to make decisions – and more importantly, that you’ll back them up.

What you could say:

‍"You’re in charge of this one, and that includes making decisions. No need to come back to me for approval on every step – that’s your call now. Whatever decision you make, I’ll support you."

Breaking the mediation habit

One of the more insidious ways leaders get sucked into the day-to-day is by playing mediator in team disputes. It can feel necessary, especially when senior people are involved, but more often than not, it’s counterproductive. When you constantly mediate, you become the bottleneck – nothing gets resolved without your involvement.

Instead, encourage your team to resolve conflicts themselves. This isn’t about stepping back and hoping for the best; it’s about empowering them with the tools and authority to handle their own disputes. If you find that certain team members are constantly at odds, address the root cause – whether that’s communication issues, role clarity, or personality clashes – but avoid being the go-to referee every time.

What you could say:

‍"I’d rather not step in every time there’s a disagreement. You’ve both got the experience and skills to work through this yourselves. If you’re struggling to find common ground, let’s figure out what’s behind the friction – whether it’s communication or something else – but it’s important you learn to sort things out without me being the mediator. You’ve got the authority to resolve this, and I trust you to do it."

The slow withdrawal: giving initiative space to grow

It’s important to acknowledge that giving autonomy and encouraging initiative doesn’t happen overnight. It’s a slow withdrawal, especially if you’ve built up a habit of stepping in. Start by handing over smaller responsibilities and gradually increase the level of ownership your team has. Trust doesn’t come from throwing people in at the deep end; it comes from building confidence, both in their ability and your willingness to let them lead.

Start by delegating an existing process or responsibility to someone on your team. Let them run with it for a while, giving them the space to make decisions and take ownership. Over time, they’ll become more comfortable with the responsibility, and you’ll have the freedom to focus on bigger-picture leadership.

Leadership is often about letting go. It’s about stepping back and giving your team the space to make decisions, solve problems, and yes, even fail occasionally. The temptation to step in, to fix things, is strong – after all, you’re responsible for the success of the team. But the more you intervene, the more you undermine the very people you need to rely on.

By setting clear expectations, encouraging decision-making, and delegating authority – not just tasks – you can create a team that’s capable of leading itself, leaving you free to focus on what really matters: steering the ship, not bailing out the water.