In a recent LinkedIn post, Leanne Bridges discusses a common managerial pitfall: becoming the indispensable ‘safety net’ for a team, which inadvertently stifles their growth and improvement. Bridges shares an anecdote about an operations manager at a consultancy who, by consistently fixing problems herself, prevented her team from learning and developing their own problem-solving skills.
Bridges highlights the manager’s initial perceived efficiency, stating:
“Quicker than explaining it to someone. Safer than watching it be done badly.”
However, as Bridges points out, this approach had a critical downside. The manager was the ‘most reliable and hardworking person in the business,’ but also the reason ‘nothing ever actually improved.’ Her team learned to bring problems directly to her rather than resolving them independently. This created a cycle where the same issues recurred monthly because addressing them immediately was faster than tackling the root causes.
The Cost of Constant Intervention
The operations manager, despite her dedication, found herself perpetually overloaded, performing tasks for multiple roles instead of focusing on her own responsibilities. Bridges notes that while the company’s Managing Director (MD) had discussed delegation and accountability with her multiple times, the manager struggled to change her behaviour. It wasn’t a lack of understanding or willingness, but an inability to determine ‘what to do instead’ and ‘how to stop’ her ingrained habit of problem-fixing.
According to Leanne Bridges, the MD’s approach was key to resolving the situation. Instead of focusing solely on the manager’s behaviour, the intervention shifted to supporting the MD in understanding and implementing changes in his own follow-up and accountability processes when the manager’s patterns didn’t shift.
“What he was actually asking for. How he followed it up. What he did when nothing happened.”
Bridges argues that this shift in focus was crucial. By working with the MD on how he managed the situation, the underlying issue could be addressed systemically, preventing similar problems from arising with future hires or promotions.
Shifting Conversations, Inspiring Growth
The impact of this targeted intervention, which took several months, was significant. Bridges reports that the manager is now handling her role effectively, her team is more skilled, and the overall standard of work has improved now that she is not absorbing so much of the workload herself.
The Power of Accountability and Support
Leanne Bridges emphasizes that the change wasn’t due to the manager’s personality or capabilities, but rather a change in the ‘conversations’ and the support structures around her. As Bridges concludes:
“Same person. Same role. Different conversations.”
This case study underscores the importance of leadership development and systemic support in fostering team autonomy and improving operational efficiency. By stepping back from being the constant problem-solver, managers can empower their teams, leading to greater individual and collective growth, and ultimately, higher quality outcomes for the business.
📝 About This Content
This article is based on insights shared by Leanne Bridges on LinkedIn.
📅 Originally posted on August 2, 2026 | View original post on LinkedIn →