Growing as a manager can be challenging. While there are countless books outlining the obvious responsibilities of a manager, the most difficult areas for growth are often the ones you’re not even aware you need to improve.
For example, when I first started as an engineer, I read Executive Leadership by Elliot Jacques, which described one of the key roles of a manager as removing obstacles that prevent team members from doing their jobs. But how do you distinguish between a true obstacle and something a team member should work through on their own for the sake of their development?
Perhaps we should view team members as leaders in development, with the expectation that they begin addressing problems at a similar level to those we handle as managers. This perspective allows us to assign them responsibilities—offering grace as they grow—which helps them fully express their capabilities and identify areas where they still need development.