Where do you draw the line between helping team members step up to their role and not overdoing it so that they end up depending on you?
How do you decide where the right balance lies? Does it depend on the organisation? Some businesses are, by nature, very demanding and with little tolerance of people growing into a role. Other cultures are too tolerant of poor performance. Neither is likely to be viable in the long-term.
If you usually focus on task, maybe you need to pay a bit more attention to relationship.
If you’re relationship-minded, maybe you need to be a little bit more demanding.
It doesn’t have to be either-or; it can be both-and: Task and relationship. The issue is how you integrate these things. That is perhaps the true art of leadership.
What’s your personal blend?