Let me start by admitting that I haven’t fully mastered this yet — I’m still learning to find the right level of engagement with my team. This post is as much a reminder for me as it is advice for others. Hopefully, you’ll find it helpful too.
Transitioning from an Individual Contributor (IC) to a Manager was one of the most exciting — yet challenging — phases of my career. I was eager to lead, ready to make an impact, and determined to help my team succeed.
However, I soon found myself struggling with a dilemma I hadn’t anticipated: how involved should I be in my team’s day-to-day work?
🧐 Too Much vs. Too Little
At first, I thought the answer was simple. To ensure everything went smoothly, I believed I needed to be deeply involved in every aspect. I attended all the project’s meetings, reviewed every piece of code, and provided input at every opportunity. I wanted to be a supportive leader, but I began to wonder if my level of involvement was actually beneficial.
I started to consider the possibility that my well-intentioned involvement might be causing unintended consequences. Could my constant presence be making my team less proactive and more dependent? Was I inadvertently stifling their creativity and undermining their autonomy?
These thoughts prompted me to reflect on my management style. I realized that by trying to be involved in everything, I might not be giving my team the space they needed to grow and develop their own solutions. It became clear that I needed to adjust my approach.
In an effort to correct this, I contemplated stepping back and giving my team complete autonomy. Perhaps by removing myself from the day-to-day details, they would feel more empowered and take full ownership of their projects. However, I also recognized the risks associated with becoming too hands-off.
Without sufficient guidance, there was a chance that priorities could become unclear, and misalignments might occur. Critical decisions might be made without considering the broader context, and I could end up out of the loop on significant developments. My team might feel unsupported, and project outcomes could be affected.
⚖️ Striking the Right Balance
After a while, I saw that neither extreme — micromanaging nor disengagement — was the solution. The key was to find a balance that allowed me to provide guidance and support without overshadowing my team’s autonomy.
I began by setting clear objectives. I made sure everyone understood the “what” and the “why” of our projects. We discussed goals, expectations, and the significance of our work, providing a solid foundation and a shared sense of purpose.
Next, I established guidelines that offered structure but still left room for creativity. Instead of dictating how tasks should be done, I encouraged the team to develop their own solutions (within certain parameters). This approach respected their expertise and allowed them to innovate, and most importantly, to grow.
Regular communication became essential. I scheduled periodic check-ins — not to micromanage, but to stay informed and offer support where needed. By actively listening to my team’s ideas and concerns, I’ve helped to create an environment of trust and collaboration.
🙋 Adapting to Individual Needs
But, as with most things in life, there’s no one-size-fits-all solution. The proper level of engagement varies based on the project, the team’s experience, and individual needs.
For example, new team members may require more guidance and frequent check-ins to get up to speed. In contrast, experienced professionals often thrive with greater autonomy and less oversight.
However, even with experienced team members, my approach might change depending on the circumstances. If I notice that someone is struggling with a particular project or facing challenges working with others, I might become more involved temporarily. Perhaps the project is outside their comfort zone, or there are difficult dynamics at play. In these cases, offering extra support can help them navigate obstacles and succeed.
On the other hand, when they’re working on tasks where they feel confident and things are running smoothly, I can afford to be a bit more distant. This flexibility allows me to provide the right support at the right time, ensuring that each team member feels valued and empowered.
In summary, to adapt to these varying needs, I made a conscious effort to:
- Observe and Listen: Paying attention to each team member’s working style and preferences.
- Ask for Feedback: Encouraging open dialogue about how I could best support them.
- Be Flexible: Willing to adjust my approach as situations evolved.
By being flexible and attune to my team’s needs, I could adjust my involvement appropriately, ensuring that each team member received the support they needed.
📝 Lessons Learned and Moving Forward
Through this journey, I learned that finding the right level of engagement is (at least for me) an ongoing process. It requires self-awareness, open communication, and a willingness to adapt. Here are some key takeaways:
- Avoid Extremes: Neither micromanaging nor being completely hands-off is effective.
- Provide Clear Direction: Set goals and expectations, then trust your team to execute.
- Maintain Open Communication: Create an environment where ideas and feedback are openly shared.
- Adapt Your Approach: Your level of engagement varies according to the needs of your team and projects.
Finding the right balance has not only helped my team succeed but has also made me a better leader. It’s a continuous learning experience, and that’s okay.
Now, I’d love to hear about your experiences:
- What challenges have you faced?
- What strategies have worked for you?
Feel free to share your stories and insights in the comments below or reach out to me directly.
Terrible Software 