Last year, I coached a VP of Operations. She was exhausted in that hyper-functional way. Technically knocking it out of the park but completely running on fumes.
Her team was competent. But she just couldn’t stop herself from jumping in. Approving docs…looking at tickets…. rewriting timelines… sitting in meetings she didn’t really need to be in.
She said: “I could step back but what if it all falls apart?”
I understand wanting to keep your sleeves rolled up and protecting what you’ve built. But a system that needs you holding post at every juncture isn’t stable anyway. The danger isn’t just burnout. It’s them never learning to run without you. And that’s a real pickle.
In this episode, you’ll get three practical steps for stepping back and letting them deliver without you.
The Fear of Losing Control in Operations
You know how packed days get. You’re juggling lots of moving parts, dependencies. Letting go feels counterintuitive, when everything runs on precision and reliability.
But the truth is, control isn’t the same thing as stability. I don’t know much but I do know this: Enough is a decision, not an amount. And gripping things too tightly means two things happen. Your team’s confidence tanks, and your own thinking and strategic time evaporates.
So, how do you master strategic withdrawal in practice? Let’s unpack what it can look like, in three steps:
Master Strategic Withdrawal in 3 Moves
- First – let your team handle low-risk issues.
Things that aren’t mission-critical. Watching them make calls without you can feel uncomfortable, but it gives you data you need. You’ll see who’s ready for stretch roles and where systems need buttoning up.
- Second – Coach them, don’t hover.
Coaching isn’t about fixing. It’s creating thinking room for others. Instead of saying, “Here’s what I’d do,” saying things like, “What options have you considered?” or “What’s the impact of that choice downstream?” Still providing oversight but letting them grow their judgment.
One of my clients tried this for a month. She replaced status update meetings with fewer, shorter problem-solving sessions and said, “It felt like I was taking my hands off the wheel of a speeding vehicle. It was scary at first, but I was surprised at how quickly the team got the hang of it and just handled it.”
- Third – Use withdrawal as a teaching moment.
Tell your team why you’re stepping back: “I’m not jumping in here because you’ve got this.” To show them you trust them, and that things can be fixed if they don’t go as planned. You shift the context from I’m too busy to I trust you enough to lead this. Big difference in tone, and in the culture you’re creating.
Systems that rely on your constant presence are fragile by design. Thinking, “My team depends on me” can sneakily become the reason you stay stuck in the minutiae instead of building systems that thrive without you.
Team Coaching: From Glue to Architect
All this actually brings me to team coaching. When you’re ready to step back, but your team’s still looking to you to make it all work together, that’s where an outside coach can help: Someone who sees the patterns you can’t.
It feels expensive upfront. But leaders tell me the only thing they regret is waiting so long. It’s an investment, and suddenly you’ve got confidence, accountability, trust across functions. You’re not the glue anymore. You’re the one designing what lasts.
So I’ll leave you with this question: What’s one thing that you’re gripping too tightly—and who could own it tomorrow?
And, if you’re starting to realize you’ve been gripping decisions too tightly and it’s time to let go a little, episode 106 is your next step. You can listen to it at YourFutureRealized.com/106.
Remember, you can’t stop the chaos, but you can change the game — and I’m always in your corner.