The One Job Every Leader Forgets (And Why It Matters More Than Anything Else) cover art

The One Job Every Leader Forgets (And Why It Matters More Than Anything Else)

The One Job Every Leader Forgets (And Why It Matters More Than Anything Else)

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 What is the job of a leader?It is a question that often invites complex answers. Strategy, vision, execution, and growth all come to mind, each carrying weight and importance.But there is a simpler, more useful way to think about it.The role of a leader is to look after the team so they, in turn, look after the business.That is the job.This idea was crystallised for me by Lindsay McKenna, a respected leadership expert and good friend of mine.Her simple yet profound statement has become a guiding principle in my own leadership journey.“Your job as the leader is to look after the team so that the team looks after the business” And once you see it, it’s difficult to unsee.Because it reframes what leadership actually looks like in practice.Not doing more, but enabling more.Here’s the uncomfortable reality.If you’re the one:* Closing the key sales* Fixing operational problems* Managing product issues* Stepping into HR challengesSomething’s wrong.Not because those things don’t matter.But because they shouldn’t depend on you.When leaders get pulled into the day-to-day running of the business, it usually signals a deeper issue:The team isn’t fully equipped, supported, or empowered to take ownership.And that brings risk.Because growth becomes constrained by the leader’s time and attention.This is where many leaders begin to lose traction.There is a natural tendency to step in and add value directly. Problems are solved, issues are unblocked, and results are driven through personal intervention. On the surface, this feels like effective leadership.But over time, it can create an unintended consequence.By consistently stepping in, leaders reinforce dependency. The team comes to rely on intervention rather than building the capability to move forward independently. In trying to accelerate progress, the leader can end up limiting it.What this ultimately constrains is the very outcome leaders are trying to achieve: a business that can run and grow without constant involvement.Here’s what we’ll explore next:* How to shift from doing to leading* What it really means to support your team* How to spot when you’re too involved* How to build a team that can run the businessHow to Lead Through Your Team (Not Around Them)Effective leadership begins with a clear redefinition of the role.The responsibility is not to do the work, but to ensure the work gets done through the team. This requires a shift in focus away from personal contribution and toward enabling others to perform.That means focusing on:* Management* Motivation* SupportNot substitution.Noticing Where You Step InThis shift becomes clearer when you pay attention to moments of intervention.If you regularly find yourself:Solving problems others should handle* Taking over key responsibilities* Becoming the fallback for difficult situationsAsk why.Because each time a leader steps in unnecessarily, ownership is diluted elsewhere.Building Capability and ConfidenceShift your focus to capability and confidence.Looking after the team means:* Ensuring they have the skills they need* Giving them clarity on expectations* Supporting them through challenges* Motivating them to perform at their bestWhen this is working, the business runs through them—not through you.Measuring Leadership EffectivelyMeasure success differently.Not by how much you personally achieve.But by how effectively the team performs without you.Because that’s the real test of leadership.Creating Scalable ImpactThe goal isn’t to be indispensable.It’s to build a team that doesn’t depend on you for everything.That’s how businesses scale.That’s how leaders create impact.And it starts with a simple shift:Look after the team—so they can look after the business.If you want to grow your business, start by growing your team.That’s the job.Play your business leadership cards right by Bob Bradley is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber.They’re written for those responsible for leading organisations and making decisions where the answers are rarely straightforward.I also work with leadership teams through workshops, talks, and one-to-one conversations.You can find out more or get in touch here:WebsiteLinkedIn This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit bobonbusiness.substack.com/subscribe
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