Increase Capacity by Stepping Back, Not Stepping In
March 13, 2025 | By David M. Wagner
“If I don’t do it, it won’t get done” is a sentiment I hear from many mission-driven leaders.
Inevitably, another common refrain follows: “I’m stretched too thin.”
I get it. My sense of responsibility often leads to taking on too much.
Chances are, your hop-to-it attitude helped propel you where you are.
But here's the hard truth: Your constant intervention is undermining your organization.
What got you here won’t take you – or your team – to the next level.
Jumping at every need you see is like trying to play all the notes in the score, on all the instruments. The result isn’t pretty.
The Hidden Costs of Always Stepping In
When you habitually jump in to solve problems or tackle tasks, you're:
Stealing growth opportunities from your team members who need to develop their own problem-solving skills
Creating bottlenecks where progress depends on your involvement
Signaling distrust in your team's capabilities
Burning through your limited energy that should be reserved for truly strategic work
Modeling unsustainable behavior that contributes to burnout culture
Most damaging of all, you're reinforcing the idea that the organization's success rests solely on your shoulders. That’s bad for your sanity – and for your team’s ability to succeed without you.
Why You Can't Help Yourself
Understanding why you step in is the first step to stopping.
Which of these feel (uncomfortably) familiar?
Mission urgency: Everything seems critical when you're passionate about your cause
Perfectionism: The belief that it has to be “right” (you know, the way that you do it)
Hero syndrome: The rush of being needed and saving the day
Habit: You've always been the problem-solver
The irony? By trying to ensure everything is done, and done perfectly, you prevent your organization from developing the resilience and capacity needed for long-term impact.
Building Your Restraint Muscle
Restraint takes practice. Here are some ideas to try:
Ask instead of act. When you spot a problem, resist saying "I'll handle it." Instead ask: "Who should be addressing this?" or "What resources do you need to solve this?"
Normalize imperfection. Explicitly tell your team that you value their growth over flawless execution. Mean it.
Create a "delegation list." Keep a running list of tasks you're tempted to do yourself but will delegate instead. Review it weekly. Enlist a colleague to hold you accountable.
Set clear boundaries. Block time for strategic work and communicate when you're unavailable for non-emergency requests.
Celebrate independence. Publicly recognize team members who solve problems without your intervention.
The most powerful leadership often happens in the spaces you create through restraint. When you step back, you allow others to step up.
Stop trying to play all the notes. Be the conductor.
I coach nonprofit leaders to develop this crucial skill of strategic restraint. If you're ready to multiply your impact by doing less, schedule a free consultation to discuss how coaching can help.