Why Your Team Isn't Self-Managing (And How to Fix It)

As a CEO, you've probably dreamed of a self-managing team - a well-oiled machine that runs smoothly without your constant input. Yet, for many leaders, this dream remains frustratingly out of reach. Your days are still filled with putting out fires, making decisions that others should be making, and solving problems that, quite frankly, shouldn't be on your plate.

So, why isn't your team self-managing? The answer might surprise you - and it starts with you.

The Problem-Solving Addiction

Let's face it: as a CEO, you're a habitual problem solver. It's how you got here. You see an issue, you fix it. Rinse and repeat. It's your superpower, right?

Wrong.

This habit, while seemingly productive, is actually the kryptonite to creating a self-managing team. Every time you swoop in to save the day, you're sending a clear message: "I don't trust you to handle this." Ouch.

But here's the kicker - it's not just about trust. There's a deeper, more personal reason you keep doing this: it feels good. Really good.

Solving problems gives you a hit of dopamine, that feel-good neurotransmitter that makes you feel worthy and valuable. You're literally addicted to problem-solving. And like any addiction, it's tough to kick.

But it's not all in your head. While that dopamine rush is very real and drives your problem-solving behavior, there are also tangible, structural issues at play in your organization. Your brain might be craving that next fix, but your company's setup is enabling the addiction.

The Missing Pieces: Clear Guidelines and Detailed Plans

Many organizations lack clear decision-making guidelines. Without a clear understanding of who owns what decisions, team members default to pushing choices up the ladder. Result? You become the bottleneck.

Similarly, the absence of detailed project plans with clear goals, KPIs, and regular check-ins for accountability leaves your team floundering. They're trying to self-manage in an information vacuum. It's like asking someone to drive cross-country without a map or a destination. Good luck with that.

The Hidden Costs of Being the Hero

Your problem-solving addiction comes with a hefty price tag:

1. You've become the bottleneck. Every decision and solution has to go through you, making you the constraint in your own company.
2. Your team is disempowered. By constantly jumping in, you're stunting their growth and reducing their autonomy. They're not developing their problem-solving skills because they don't need to - you're doing it for them.
3. You're trapped in the day-to-day grind. Instead of focusing on strategic growth, you're consumed by operational issues.
4. Your company's growth is stalled. With you stuck in the weeds, there's no one driving the vision forward or looking at the big picture.
5. Your work-life balance suffers. You're too busy being the company hero to have a life outside work.

This cycle of problem-solving addiction creates a self-reinforcing loop that can be hard to break. Let's visualize how this plays out:

This cycle illustrates how your well-intentioned problem-solving can lead to unintended consequences, trapping both you and your team in an unproductive pattern. But don't worry - there's a way out.

The Fix: Structures, Systems, and a Shift in Perspective

So, how do you fix this? It's a two-pronged approach: implement the right structures and systems, and shift your perspective on your role and worth.

1. Implement Clear Decision-Making Guidelines

Create a decision-making framework that clearly outlines who has the authority to make which decisions. This could be as simple as a matrix that maps decision types to roles or levels in the organization.

2. Develop Detailed Project Plans

For each major initiative, ensure there's a comprehensive project plan that includes:

• Clear goals and objectives
• Specific KPIs
• Milestones and deadlines
• Assigned responsibilities
• Regular check-in points for accountability

There's always room for more clarity during the planning stage, and clear plans are essential for self-managing teams.

3. Establish a Rhythm of Accountability

Set up regular meetings (weekly or bi-weekly) where team members report on their progress, discuss challenges, and make commitments for the next period. This creates a culture of accountability without you needing to be the enforcer.

Here's the crucial part: during these conversations, resist the urge to jump in and fix things. Instead, put on your coaching hat. Ask probing questions that guide your team members to their own conclusions and action steps. It might sound like:

• "What do you think is causing this issue?"
• "What solutions have you considered?"
• "What's the first step you could take to address this?"

By coaching rather than solving, you're building their problem-solving muscles and confidence.

4. Implement "Solution Circles"

Here's a strategy that might surprise you: create "Solution Circles" within your organization. These are peer-to-peer problem-solving groups that meet regularly without your presence. Here's how it works:

1. Form small, cross-functional groups of 4-6 team members.
2. Each week, one member brings a challenge they're facing to the group.
3. The group uses a structured problem-solving method (like Design Thinking or Six Thinking Hats) to brainstorm solutions.
4. The challenge-owner commits to an action plan based on the group's input.
5. In the next meeting, they report back on their progress.

This approach accomplishes several things:

• It creates a support network that doesn't rely on you as the central problem-solver.
• It fosters cross-departmental understanding and collaboration.
• It builds problem-solving skills across the organization.
• It empowers your team to take ownership of challenges.

Your role? Set up the initial structure, then step back and let it run. Occasionally, you might join as an observer to show support and gather insights, but resist the urge to contribute unless explicitly asked.

This method not only helps create a self-managing team but also builds a culture of continuous improvement and peer support. It's like giving your organization a perpetual motion machine for problem-solving.

5. Redefine Your Worth

Now for the tough part. You need to internalize that your worth as a leader isn't tied to your ability to solve every problem. Your true value lies in your vision, your ability to inspire and empower others, and the unique perspective you bring to the big-picture challenges facing your organization.

This shift isn't easy. It requires conscious effort and often feels uncomfortable. But remember, every time you resist the urge to swoop in and solve a problem, you're not just empowering your team - you're rewiring your own brain.

The Payoff: A True Force Multiplier

As you implement these changes, something magical happens. Your team becomes more confident, more innovative, and more engaged. Problems get solved faster and more effectively because they're being addressed by the people closest to them.

And you? You find yourself with time and mental space to focus on what really matters - steering the ship, spotting icebergs on the horizon, and charting the course for future growth.

In other words, you become a true force multiplier, creating an environment where everyone can bring their best selves to work and contribute to the organization's success.

So, are you ready to kick your problem-solving addiction and unleash the full potential of your team? Are you prepared to transform from the go-to problem solver into the leader of leaders your team needs to thrive? Your future self - and your team - will thank you. And who knows? You might even find time for those bendy twisty poses after all.

Curious about how to implement these changes in your specific organization? Let's chat. Send me a DM to learn more about the High Performance Trifecta? method. Together, we can transform your role from chief problem-solver to visionary leader.