My leadership causes people to not take responsibility

I thought that leadership was a very hands-on process. I had to be with people, support them, manage things, look at the whole picture, strategise and play the parts. The more I immersed myself, the more I found gaps in things. I started micromanaging everything — I wanted to be involved in each and every aspect. Be it what a learner was sharing in class, the order of the manuals, the outcome of each meeting, or even the mails sent to everyone and the designing of a conference — I felt the need to have my hand in it all. I gave orders and was often disappointed with the results. My team wasn’t following through on my instructions as I expected. They would complete some things but overlook others, and I found myself frustrated and questioning their commitment and attention.

It was only recently, while designing a particular conference, that something shifted for me. I realised that the way I was leading — this style of micromanagement — did not allow people to take responsibility or to be self-expressed. In my constant need to control, there was no space for others to grow or evolve. What I was indirectly communicating through my actions was that I am the owner, I know best, and I will decide everything. If that is the message, then why would my team feel the need to step up? What’s in it for them if I’ve already claimed all the ownership? Who wants to step in where they’re not needed, but are pawns?

I could justify my actions by saying I wanted things done well, that I cared deeply about the quality of the outcome. But at some point, I had to ask myself — is there a possibility of creating a space where others experience ownership too? Because the truth is, my approach works only when my purpose is self-driven — when it’s about me and my need for things to be perfect. But when my intention is to empower people, when the purpose shifts from self to others, everything changes.

When I actually listen — truly listen — to what my team members are saying, I begin to see how rich their ideas are. They are often far more in touch with the ground reality, far more creative and intuitive than I am in certain areas. They see things I miss. When I listen with the intention to empower, rather than to correct or instruct, they begin to take ownership of their work. They feel trusted, and in that trust, they find the freedom to create. That’s when their potential starts to unfold.

I also realised that in that way of functioning, I was limiting them to the boundaries of my own imagination. Their scope of evolution was only as big as my vision allowed it to be. But when listening and sharing happen with the intent to empower, the dynamic shifts entirely. Each person gets the opportunity to create from their own space of responsibility. They are no longer followers of my plan — they become co-creators in something larger. And that, I think, is where real leadership begins.

I now begin to grasp what is written in ‘A Way to Lead’ and ‘Effective Delegation’. I have read it often. I am beginning to grasp its depth now.

The insights I'm discovering through the 'Curriculum for Business' continue to unfold in ways I never anticipated. If what I've shared resonates and you'd like to dive into 'A Way to Lead' and 'Effective Delegation' yourself, they're available to order online. Just reach out to us on reachus@victormanickam.com and know all about or get yourself the 'Curriculum for Business' .