Perhaps the most difficult transition a new manager or executive confronts is moving from doing to leading. I believe one of the root causes of ineffective management is the inability to delegate work and manage versus manage by doing the work. This really is a pervasive inhibitor for almost all managers at one point or another of their growth. The manager has been an outstanding “doer” of work. they may have been promoted to manager based on their excellence at doing.
Having been a really good “doer” provides the evolving manager with the experience, know how and track record needed to support quality delegation management. But the manager must let go of the “I can do it better” feeling, even when it’s true. This is being too tactical, getting involved in the details of doing work. The worst reflection on a manager is allowing their business unit to stay less skilled in areas where the manager is an expert. The managers job is to get important things done through leading not doing. They must resist the temptation because they can do it better or faster. There is no bench strength development in allowing the team members to go without learning things the manager could be teaching. Be a strategic leader and coach people up.