Do you hear people talk about “servant leadership”? I work with leaders who talk about working “for their team.” Don’t take work off someone’s plate and do it yourself.

“I’ll go to that meeting so you don’t have to.” You think you are making room for other work. Instead, you are depriving them of a growth opportunity. Stop and think: is this an opportunity to develop someone on your team and help them grow?

I have three direct reports in three different scenarios. Mary (she/her) should be doing the work because it is her job. Ben (they/them) shouldn’t be doing the work because it’s not a good use of their time. Bob (he/him) cannot do the work because he doesn't have the skills or experience yet. None of these cases are solved by taking on the work yourself.

If the work is a core part of Mary’s job, she should be delivering the result with excellence. This result is perfect in my argument that she’s ready for bigger and better things. If she’s not, my job is to coach Mary to be excellent. If I take away work that is a core part of Mary’s job, I cannot make the case that Mary is meeting expectations in her job.

If the work is not a good use of Ben’s time, it certainly isn’t a good use of my time. This situation is a great opportunity to help them learn to delegate. Ben has a leadership opportunity to grow someone else, and get the work done without doing it themselves.

If Bob cannot do the work because he doesn't have the skills, I must take time for professional development to get him those skills. I will articulate the specific outcome the work requires and develop a coaching plan with Bob that provides resources. I will support him with checkpoints along the way to deliver the result and learn the skills.

Professional development is hard work both for a leader and their staff. A good boss works with each individual to create a plan for that person to grow professionally. The outcome at its best is very clear, such as producing a deliverable or performing a function to a clear standard that was previously out of reach.

The most effective professional development unlocks a capability that takes work off your plate. It drives organizational advancement for the individual. It satisfies a growth desire. It adds to the capability of the organization at large.

Have you found yourself in a situation where you want to take work from your staff? Is there a reason other than the three scenarios above? What can you do to develop your staff to delegate or step up? Do you know what is next for each of your direct reports? Do you have a coaching plan that will help each of them advance while taking things off your plate?