This perspective is understandable. For a long time, many managers were selected for precisely this reason. They were the best employees on their teams. They had recognized expertise. They could solve problems that others couldn't. And in many cases, that expertise remains an important strength.
However, over time, I've come to realize that one of the biggest pitfalls of leadership is precisely the desire to always be the person with the answer. Because when a team constantly depends on its manager to move forward, something generally isn't working as it should.
The manager everyone turns to
I’m thinking of a business leader we worked with some time ago. His company is experiencing strong growth, business is going very well, and his team includes several experienced employees. Yet he constantly feels as though he's running from one problem to the next.
Every day was a series of interruptions. One employee needed a decision. Another wanted to validate an idea or a decision. Someone was seeking authorization. A supervisor was looking for a solution to a particular situation, and so on.
At the end of one of our coaching sessions, the business leader confided in me just how exhausted he felt at the end of his workdays and workweeks. He was working nonstop but felt he was never making progress on his own files and priorities. I then asked him what he thought was causing the situation. His answer was simple: his employees lacked autonomy. Yet as our conversation continued, a different reality emerged.
The team wasn't incapable of making decisions. They had simply learned not to make them anymore. Why? Because over the years, the manager had developed the habit of providing the answers to virtually every question himself.
A habit that often starts with good intentions
This situation is much more common than one might think. Most managers who fall into this trap start out with good intentions. They want to help their teams. They want to avoid mistakes. They want to support their employees and make sure the right decisions are made.
When a problem arises, their natural instinct is to step in quickly. After all, they often know the answer. They have the experience. They've dealt with similar situations before. They know what to do.
The problem is that the more answers a manager provides, the less their team develops the ability to find those answers independently. Gradually, employees get into the habit of consulting their manager before making a decision. They seek additional validation. They prefer getting confirmation rather than taking a risk. And without realizing it, the manager becomes the centre of every decision.
When expertise becomes a limitation
This situation is particularly common among managers who held the same operational role for several years before being promoted. They have extensive expertise. They know the processes inside and out, understand the technical challenges, and have excellent credibility with their team members.
Interestingly, this expertise can sometimes become an obstacle. Why? Because it becomes extremely tempting to continue solving problems themselves. It's often faster. It's often more efficient in the short term. And in many cases, the proposed solution will indeed be the right one.
However, when a manager constantly answers their team's questions, they solve the immediate problem without necessarily developing their team members' initiative and problem-solving instincts. In the long run, this eventually creates dependency.
Autonomy doesn't develop on its own
There's a phrase I hear often: “I wish my team were more autonomous.” I completely understand this aspiration. However, autonomy cannot simply be demanded. It is built. It is developed. And above all, it sometimes requires managers to accept that they don't have to be the ones who immediately provide the solution.
When an employee comes forward with a problem, asking a few questions can be far more valuable than providing an immediate answer. What options have you considered? Which solution seems most appropriate to you? What risks would be associated with each approach? How would you handle the situation if I weren't available?
These conversations may take a few extra minutes today. However, they can often save hours over time. Because by developing their employees' ability to think things through, managers also build their confidence and decision-making skills.
Leadership isn't about control
I believe there is some confusion between control and leadership. Many managers feel they must oversee every decision to ensure the quality of the work. They fear mistakes. They want to protect their clients, employees, or operations. Their intentions are generally excellent.
But by trying to control everything, they often end up slowing down their own organizations. Decisions pile up on their desks. Employees wait for their approval. Files remain at a standstill. And gradually, the manager becomes the main obstacle to the speed of execution they are trying to improve.
Conversely, the most effective leaders I meet are not necessarily those who have all the answers. They are often the ones who succeed in creating an environment where others find their own.
A team that grows
I've also noticed an important difference between managing a team's performance and developing its capabilities. A manager who has all the answers can achieve excellent results in the short term. However, when that manager leaves the organization, takes a vacation, or moves into another role, the entire team may find itself in a vulnerable position.
Conversely, when a manager invests in developing autonomy, they gradually build a team capable of moving forward even in their absence. Employees take more initiative. They develop their judgment. They become more confident. And the organization reduces its dependence on a single person.
In fact, I believe this is one of the best indicators of leadership. Does a team perform well only when its manager is present, or can it continue moving forward when the manager is away?
Helping others grow rather than providing answers
At Bedard Human Resources, we regularly support business leaders and managers who face these kinds of situations. Very often, they are so absorbed in day-to-day operations that they have few opportunities to step back and reflect on their own management practices.
This is precisely where an outside perspective and tailored support can make a difference. Not to tell them how to manage their teams, but to help them recognize certain habits, adjust their approaches, and further develop their employees' autonomy.
One reflection often comes up throughout our work: a manager's role is not simply to solve problems for their team. It is also to develop the team's ability to solve problems on its own.
The distinction is important. Because in the long run, a manager's success should not be measured solely by what they can accomplish individually. It should also be measured by what their team has become capable of accomplishing because of them.
After all, a good manager isn't the one who has all the answers. It's often the one who helps others develop their own.
To discuss your management challenges or learn how we can support you in developing leadership and autonomy within your teams, feel free to contact Stéphane Pépin at spepin@bedardressources.com . Together, we can identify concrete opportunities for improvement to strengthen your managers' skills, encourage initiative, and develop more autonomous and high-performing teams.
