Why Is My Team Not Stepping Up? (And What You're Doing That Makes It Worse)

The uncomfortable truth about why your team won't take initiative and how your leadership is creating the problem

You hired smart people. You pay them well. You give them interesting work.

So why do they bring you every problem instead of solving it themselves?

Why do you still have to review every piece of work before it goes to the client?

Why does nothing happen unless you personally drive it?

You tell yourself: "My team just isn't ready yet. They need more experience. They lack confidence. They don't have my standards."

Let me tell you something uncomfortable: Your team isn't the problem. You are.

I don't say that to be harsh. I say it because I've been there spending 28 years at 4D Design, I watched (and was) leaders who genuinely believed their team "just wasn't stepping up."

The truth? We were preventing them from stepping up. We just couldn't see it.

The Pattern You Don't See

Here's what's actually happening:

Monday morning: Your Senior Producer brings you a problem with a client deliverable. You ask a few questions, quickly identify the issue, and tell them exactly how to fix it. Problem solved in 5 minutes. You feel efficient.

Tuesday afternoon: Your Account Director is unsure about how to handle a difficult client conversation. You jump on the call with them "just to support." You end up leading the conversation. Client happy. You feel helpful.

Wednesday morning: You review your team's work from yesterday. It's "fine" but not quite right. You spend 90 minutes revising it to your standards before it goes to the client. You feel responsible.

Thursday evening: You're working late finishing a presentation your team "completed" that afternoon. It needed significant work. You wonder why they didn't just do it properly the first time. You feel frustrated.

Friday afternoon: Your team asks if they can leave at 4pm (they've worked hard all week). You say yes, of course, and stay until 7pm catching up on everything that needs your attention. You feel resentful.

You think: "Why isn't my team taking more ownership?"

The truth: You've trained them not to.

What You Don't Realise You're Teaching

Every action you take is teaching your team something. Often, you're teaching them the opposite of what you think you're teaching.

When you solve their problems...

You think you're teaching: "Here's how to solve this type of problem."

They're actually learning: "Bring problems to my boss. They'll solve them faster and better than I could."

When you jump into client situations...

You think you're teaching: "This is how to handle difficult clients."

They're actually learning: "Don't handle difficult situations alone. Wait for backup. Better yet, avoid them entirely."

When you revise their work...

You think you're teaching: "This is the standard we expect."

They're actually learning: "My work isn't good enough. My boss will fix it anyway. Why kill myself trying?"

When you stay late finishing things...

You think you're teaching: "This is what leadership looks like - sacrificing for the team."

They're actually learning: "Someone else will pick up the slack. I don't need to be excellent."

When you say yes to every request...

You think you're teaching: "I'm supportive and accessible."

They're actually learning: "My boss has infinite capacity. I don't need to solve anything myself."

You've created a perfectly logical system where your team has learned that bringing problems to you, waiting for your input, and delivering "good enough" work is the smartest strategy.

And then you wonder why they won't step up.

The Five Ways You're Preventing Your Team From Stepping Up

Let me break down the specific behaviours that are keeping your team dependent on you:

1. You Solve Instead of Coach

What it looks like:

Team member: "The client is unhappy with the timeline. What should I do?"

Your response: "Okay, here's what we'll do. First, I'll call the client and explain the constraints. Then we'll revise the schedule like this... [proceeds to solve the problem]"

What's happening: You just robbed them of the opportunity to:

• Think through options themselves

• Make a decision

• Learn from the outcome

• Build problem-solving capability

• Develop confidence

What you should do instead:

"What options have you considered?" "What do you think is the best approach?" "What would happen if you tried that?" "What support do you need from me?" "How will you know if it's working?"

Yes, this takes longer. Yes, they might choose differently than you would. Yes, it's uncomfortable.

But they'll never develop problem-solving skills if you keep solving problems for them.

2. You Maintain Control Instead of Delegating

What it looks like:

You delegate a task, but then:

• Ask for updates three times a day

• Suggest specific approaches they should take

• Review every step before they proceed

• Jump in to "help" at the first sign of difficulty

• Take it back when it's not going your way

What's happening: This isn't delegation. This is you doing the work through someone else's hands.

Real delegation means:

• Explaining the outcome you need

• Giving them autonomy on how to achieve it

• Letting them make different choices than you would

• Allowing them to struggle (within safe boundaries)

• Resisting the urge to rescue

Your team isn't stepping up because every time they try, you step back in.

3. You're Faster, So You Do It Yourself

What it looks like:

"By the time I explain this to them and review their work, I could have done it myself three times over. It's just more efficient if I do it."

What's happening: You're choosing short-term efficiency over long-term capability building.

The math:

• Time for you to do it: 2 hours

• Time to teach them + review + give feedback: 4 hours

• Time for them to do it next time: 2.5 hours (improving)

• Time for them to do it the time after: 2 hours

• Time for them to do it after 5 times: 1.5 hours (they're better than you now)

First time: You "lost" 2 hours After 5 times: You've saved 10+ hours and built capability

But you never get to "after 5 times" because you keep choosing to do it yourself.

4. You Set Impossible Standards

What it looks like:

Team member delivers work that's objectively good - 85% quality. Professional. Client-ready. But it's not how YOU would have done it. So you revise it.

What's happening: You're teaching them that:

• Good isn't good enough

• Your way is the only way

• They'll never meet your standards

• Why bother trying harder?

The question you need to ask: "Is this work good enough to go to the client?"

Not: "Is this how I would have done it?" Not: "Is this perfect?" Not: "Is this my personal standard?"

If it's client-ready at 85%, send it. Save your 95% standard for the work you do yourself.

5. You Make Yourself Too Available

What it looks like:

• You respond to every Slack message within minutes

• You're available for questions anytime

• You have an "open door policy" that means constant interruptions

• You pride yourself on being "accessible"

What's happening: You've removed any reason for your team to:

• Think things through before asking

• Try solving problems themselves

• Develop judgment about what needs escalation

• Build confidence in their own decisions

When you're infinitely available, your team never learns to function without you.

Boundaries aren't unkind. They're essential for development.

The Real Reason Your Team Won't Step Up

Let me put this bluntly:

Your team isn't failing to step up. They're adapting perfectly to the system you've created.

You've created a system where:

• Problems get solved faster if they bring them to you

• Quality issues get fixed by you anyway

• Difficult situations get handled by you

• Decisions get made by you

• Risk is avoided by waiting for your input

Why would they step up when stepping back and waiting for you is more efficient, safer, and easier?

They're not lazy. They're not incompetent. They're not lacking initiative.

They're responding rationally to the incentives you've created.

And until you change the system, they won't change their behaviour.

How to Know If You're The Problem

Answer these questions honestly:

1. When your team brings you a problem, what's your first instinct?

• [ ] Solve it for them (Below the Line)

• [ ] Coach them to solve it (Above the Line)

2. When you delegate something, how often do you check in?

• [ ] Multiple times daily (Below the Line)

• [ ] At agreed milestones (Above the Line)

3. When your team's work isn't quite how you'd do it, what happens?

• [ ] I revise it before it goes out (Below the Line)

• [ ] I send it if it's client-ready (Above the Line)

4. Could your team function effectively if you were gone for two weeks?

• [ ] No, things would fall apart (Below the Line)

• [ ] Yes, they'd handle it (Above the Line)

5. How often does your team bring you solutions instead of just problems?

• [ ] Rarely, they bring problems (Below the Line)

• [ ] Usually, they bring options (Above the Line)

6. When was the last time your team made a significant decision without you?

• [ ] Can't remember (Below the Line)

• [ ] This week (Above the Line)

7. How do you respond when your team makes a mistake?

• [ ] Take over to prevent future mistakes (Below the Line)

• [ ] Debrief what they learned (Above the Line)

If you answered mostly "Below the Line" -congratulations, you've identified why your team won't step up.

You are the bottleneck. You are the reason. Not because you're a bad leader, but because you're operating Below the Line.

What Actually Happens When You Change

Let me share what happened when I stopped being the problem:

Before: The Problem-Solver

Scenario: A project was running over budget. My Senior PM came to me stressed: "The client wants additional work that wasn't scoped. What do I do?"

My Below the Line response: I immediately jumped into solution mode. I reviewed the contract, calculated the additional cost, drafted an email to the client, and handled the negotiation. Problem solved. Time: 3 hours of my time.

The result: My Senior PM learned to bring me budget problems. They never learned to handle them.

After 5 similar situations: I was spending 15+ hours per month managing budget issues that my Senior PM should have been handling. They remained dependent on me. I remained resentful.

After: The Coach

Scenario: Same situation - project over budget, client wants more.

My Above the Line response:

Me: "Okay, walk me through what's happened." [They explained]

Me: "What options are you considering?" Them: "I guess we could say no, or charge extra, or absorb the cost?"

Me: "What are the implications of each?" [They thought through pros and cons]

Me: "Which feels right to you?" Them: "Probably charge extra, but I'm worried the client will push back."

Me: "What would you say to them?" [They drafted an approach]

Me: "That sounds solid. What support do you need from me?" Them: "Maybe review my email before I send it?"

Me: "Sure. Go draft it and we'll review together."

Time: 15 minutes of coaching. Result: They handled it themselves.

After 5 similar situations: My Senior PM was confidently managing budget issues independently. I was spending zero hours on this. They had developed a critical capability.

The first time took longer. The long-term return was massive.

The Uncomfortable Truth About Letting Go

Transitioning from solving to coaching requires accepting some uncomfortable truths:

Truth #1: Your Team Will Make Different Choices Than You

And that's okay. As long as the outcome is acceptable, the process doesn't need to be identical to yours.

Your way is not the only way. It's just your way.

Truth #2: Your Team Will Make Mistakes

And that's how they learn. Mistakes (within safe boundaries) are development opportunities, not crises.

If you prevent all mistakes, you prevent all learning.

Truth #3: Work Might Dip Initially

When you stop fixing everything, quality might temporarily dip as your team adjusts. This is normal. It improves as they develop.

Short-term discomfort for long-term capability.

Truth #4: You'll Feel Less Valuable

When you're not solving every problem, you might worry: "What's my role now? What value am I adding?"

Your value shifts from doing to developing. From solving to enabling. From control to empowerment.

This feels weird. It's also the only way to scale beyond your personal capacity.

Truth #5: You Have to Actually Want Them to Succeed

If you secretly enjoy being the hero, the problem-solver, the one everyone needs you'll unconsciously keep your team dependent.

Check yourself: Do you want them to need you, or do you want them to be capable?

The LEAD Framework: How to Actually Develop Your Team

Here's the framework for shifting from preventing your team stepping up to actively developing them:

L - Leading Not Doing

Ask yourself: "Am I directing this work, or am I doing it?"

Below the Line: You're in the work - reviewing every detail, revising deliverables, managing tasks Above the Line: You're above the work - setting direction, removing obstacles, coaching through challenges

Practice:

• Set clear outcomes, let your team determine the process

• Ask "What's your plan?" instead of telling them the plan

• Review final work, not work-in-progress (unless they ask)

E - Empowering Not Solving

Ask yourself: "Am I solving this problem, or am I coaching them to solve it?"

Below the Line: Every problem comes to you, you solve it, they learn nothing

Above the Line: Every problem becomes a coaching opportunity

Practice:

• "What have you already tried?"

• "What do you think we should do?"

• "What would happen if we did that?"

• "What support do you need from me?"

• "Go try that and let me know how it goes."

A - Aligning Not Fragmenting

Ask yourself: "Does my team know the strategy, or are they just executing tasks?"

Below the Line: Your team operates task-by-task, waiting for direction

Above the Line: Your team understands the strategy and can make aligned decisions

Practice:

• Share the "why" behind decisions

• Explain client strategy, not just project tasks

• Help them see the bigger picture

• Ask them "How does this fit with our strategy?"

D - Directing Not Firefighting

Ask yourself: "Am I reacting to crises, or am I preventing them?"

Below the Line: You're constantly firefighting, pulled into emergencies

Above the Line: You're anticipating issues, setting up systems to prevent fires

Practice:

• Weekly planning sessions with your team

• "What could go wrong?" conversations upfront

• Build your team's capability to spot issues early

• Create systems and processes that prevent common problems

When you operate Above the Line using LEAD, your team HAS to step up. You've removed the alternative.

The 30-Day Experiment: Let Your Team Step Up

If you're skeptical that you're the problem, try this 30-day experiment:

Week 1: Identify What You're Controlling

Track every time you:

• Solve a problem for your team

• Revise their work

• Jump into a situation they're handling

• Make a decision they could make

• Do work they could do

Just notice. Don't change anything yet.

Week 2: Choose ONE Thing to Stop

Pick ONE behaviour from your tracking:

• Maybe you stop solving budget issues

• Maybe you stop revising every client email

• Maybe you stop jumping on client calls

• Maybe you stop making team schedule decisions

Tell your team: "I'm going to stop doing X. You're now responsible for this. Here's the outcome I need. Here's how I'll support you. Here's when we'll review how it's going."

Week 3: Practice Coaching Instead of Solving

When they bring you the thing you've stopped doing:

• Resist the urge to solve it

• Coach them through it instead

• "What options do you see?"

• "What do you think is best?"

• "What support do you need?"

• Let them try their approach

Yes, it will feel slow. Yes, you'll want to jump in. Don't.

Week 4: Review What Happened

What changed?

• Did they step up?

• Did quality suffer (be honest)?

• Did they develop capability?

• Did you save time?

• What did you learn?

Most leaders discover: Their team was more capable than they gave them credit for. And the world didn't end.

What Your Team Needs You to Do

Your team doesn't need you to:

• Solve every problem

• Be available 24/7

• Make every decision

• Review every piece of work

• Rescue them from discomfort

• Be perfect

Your team needs you to:

1. Set clear expectations

   • What outcomes do you need?

   • What does success look like?

   • What standards apply?

   • When do you need updates?

2. Provide context and strategy

   • Why are we doing this?

   • How does this fit the bigger picture?

   • What's the client's ultimate goal?

   • What constraints exist?

3. Coach, don't solve

   • Ask questions instead of giving answers

   • Help them think through options

   • Support their decision-making

   • Debrief what they learn

4. Create safe boundaries for mistakes

   • "Here's where you have full autonomy"

   • "Here's where you need to check with me"

   • "Here's what we'll do if something goes wrong"

   • "Mistakes are learning opportunities"

5. Give feedback, not fixes

   • "Here's what worked well"

   • "Here's what could be different next time"

   • "What did you learn?"

   • Not: "Here, I'll just redo it"

6. Get out of their way

   • Stop micromanaging

   • Stop jumping in

   • Stop being so available

   • Let them own it

When you do these things, your team will step up. Because you've finally made space for them to.

The Question You Need to Answer

Be honest with yourself:

Do you actually want your team to step up?

Or do you want:

• To feel needed

• To be the hero

• To maintain control

• To ensure everything is "perfect"

• To be indispensable

Because if you secretly need to be needed, your team will never step up. You won't let them.

And that's okay as long as you're honest about it.

But then stop complaining that your team won't take initiative. They're reading your signals perfectly.

If you genuinely want them to step up:

• You'll need to step back

• You'll need to tolerate their different approaches

• You'll need to let them make mistakes

• You'll need to accept good enough instead of perfect

• You'll need to be less available

• You'll need to coach instead of solve

Are you willing to do those things?

What Happens When You Actually Let Them Step Up

Let me paint you a picture of what's possible:

3 months from now:

Your Senior Account Manager handles a complex client negotiation independently. They make different choices than you would have made. The outcome is good. The client is happy. You didn't touch it.

You realise you didn't even know it was happening until they updated you afterward.

6 months from now:

Your team brings you solutions, not problems. When they come to you, it's usually: "Here's what I'm thinking of doing, any concerns?" Not: "What should I do?"

You're working 45 hours a week instead of 60. You have thinking time. You're working on strategy, not delivery.

12 months from now:

You take a two-week holiday. You check email once. Everything runs smoothly without you.

You come back and your team is proud of what they accomplished. They handled complex challenges. They developed. They're ready for more.

You're promotable now - because your team can function without you.

This is what Above the Line leadership creates.

But you have to be willing to be the problem first, so you can be the solution.

The Choice

You have two options:

Option 1: Keep Doing What You're Doing

Continue solving problems for your team. Continue revising their work. Continue being infinitely available. Continue working 60-hour weeks.

Tell yourself it's because your team isn't ready yet. Tell yourself they're not stepping up.

In 5 years:

• You'll still be working those hours

• Your team still won't be stepping up

• You'll still be the bottleneck

• You'll still be resentful

But at least you'll be comfortable. Below the Line is familiar.

Option 2: Accept You're The Problem

Recognise that your leadership is preventing your team from stepping up. Decide to change how you operate.

Start coaching instead of solving. Start delegating instead of controlling. Start accepting good enough instead of perfect.

Be uncomfortable for 3-6 months while you and your team adjust.

In 5 years:

• Your team is capable and independent

• You're working reasonable hours

• You're doing strategic work

• You're promotable

But the first 3-6 months will be really uncomfortable.

Which discomfort do you choose?

The discomfort of change, or the discomfort of staying stuck?

What to Do Next

If you're reading this and thinking "Okay, I might be the problem..."

Good. That's the first step.

Here's what to do:

Start Small - The One Thing Experiment

Pick ONE thing you currently do that your team should do.

• ONE problem type you'll stop solving

• ONE decision type you'll delegate

• ONE task you'll teach instead of doing

Tell your team you're doing this. Explain why. Coach them through it for 30 days.

See what happens.

Get Support

Changing your leadership habits is hard. You'll want to slip back into solving, controlling, fixing.

You might benefit from:

• Leadership coaching to help you make this transition

• The Leadership Line Masterclass to learn the frameworks

• A peer group of other leaders making this shift

[Book a discovery call to discuss]

Be Patient With Yourself

You didn't develop these Below the Line habits overnight. You won't unlearn them overnight either.

You'll slip up. You'll solve when you meant to coach. You'll jump in when you meant to stay back.

That's okay. Notice it. Try again.

The Bottom Line

Your team isn't failing to step up. You're preventing them from stepping up.

Not intentionally. Not maliciously. But effectively.

Every time you solve instead of coach. Every time you control instead of delegate. Every time you revise instead of accept good enough. Every time you're too available. Every time you maintain impossible standards.

You train them that stepping back and waiting for you is the smart strategy.

The good news: You created this system. Which means you can change it.

The bad news: Changing it requires you to be uncomfortable first.

Are you ready?

Suzy Malhotra Founder, The Leadership Line Leadership Coach for Creative, Experiential & Events Agencies

What Happens Next

If you're ready to stop being the bottleneck:

Book a Discovery Call (30 minutes, free) Let's talk about your specific situation and how to help your team step up. [Book your call]

Attend The Leadership Line Masterclass Learn the complete LEAD framework for moving Above the Line. Drop me an email [email protected]