Mistake 2: Trying to do everything yourself as a manager is the best way to help

Years ago, I managed a woman who was bright, talented, capable, and an all around pleasure. She was sort of new to the industry and could come across as timid, so I did my best to be a poop umbrella for her, fighting battles behind the scenes to set her up for success. She was on a steady track to land a senior role. Even after I decided to leave the company, I let the next manager know this person is track for a senior position in the next few months.

Here’s what I learned: her promotion wasn’t the same high priority for the capable hands I left her in as it was for me. The team was challenged with a million other things that took center stage to the extent that her promotion fell off the radar. But even more than that, what became very clear to me was that all of that “protection” I thought I had set up for her didn’t really serve her well for the long haul. For example, I didn’t teach her how to advocate for herself or how to navigate the system. I vowed never to make that mistake again.

Try to think through what skills someone needs to succeed without you. Teach those things incrementally. Sure, this is easy advice to say, but it’s really hard to do in the thick of things. Spend some time with it, and think through ways you can inject that learning into everyday work and interactions.

No one likes to feel like they’re repeating themselves. It’s annoying to say someone more than once, and it’s annoying to hear something over and again. But if you have a big enough group and there’s enough going on, things are going to slip through the cracks, so repetition becomes an important ...