By Gloria McConnell Passman

How to Lead a Team: Letting Go of Control at Work

Why It’s Hard for New Leaders to Let Go

Most new leaders are promoted because they know how to get things done. They take pride in their work. They exceed expectations. And they often have a specific way they like things done because it produces results.

This mindset serves them well—until they become responsible for leading a team.

Letting go of control and learning how to lead a team is difficult because the leader is still responsible for the result, but no longer the one doing the task. This can feel uncomfortable and risky.

Many new supervisors find themselves in this situation: they want the work done a certain way, but they also know they need to delegate. If they step back, they worry the task won’t be done to the same standard. If they step in, they risk becoming overbearing.

The discomfort is real. And it is normal.

A New Definition of Success

In leadership, the measure of success changes. Leaders are responsible for how to lead a team, not how to do the work themselves.

Often, high performers carry a mindset that says, “I need to go above and beyond.” But when leading others, exceeding expectations on every task may not be the best use of time or resources.

Here’s an example:
If a customer pays for 10,000 pounds of product, the business delivers exactly that. Not
more. Not less. That delivery meets the expectation. That is a quality outcome.

Going beyond that—delivering 12,000 pounds—may feel generous, but it cuts into
resources and creates inconsistency. Delivering 9,000 would obviously fall short.

In leadership, a clear expectation is the baseline. When leaders delegate, they need to define what success looks like, and recognize when the standard has been met. If a team member meets the expectation and the leader is still dissatisfied, the issue is likely in how the expectation was communicated.

Four Factors That Help Leaders Let Go

Letting go of control at work becomes easier when leaders evaluate the following four factors.

1. Skill

Does the employee know how to do the task?

If yes, give direction and let them take responsibility.

If no, invest time in teaching. Walk them through the steps. Explain the process. This will take more time at first, but it creates long-term capacity and builds team confidence.

2. Willingness

Is the employee motivated to do the task?

Some may be eager but lack the experience. Others may hesitate because they don’t want to make mistakes. Some may show reluctance because the task feels unclear or outside their interests.

Leaders must consider motivation. Someone may say yes quickly, but that doesn’t mean they’re ready. On the other hand, someone who is hesitant might still be capable with the right support.

Check in and ask questions that help you understand the employee’s willingness and confidence level before delegating fully.

3. Risk

How critical is the task?

If the task is routine, happens often, or carries low consequence, it’s a good opportunity to step back. If it’s complex, rarely performed, expensive, or safety-sensitive, the leader should stay involved.

Some tasks require tight oversight. Others offer space for the employee to practice and grow. Good leaders know the difference.

4. Leadership Readiness

How comfortable is the leader with letting go?

Some leaders hesitate because they haven’t delegated this task before. Or the employee is new. Or the stakes feel high. In these cases, it’s okay to build comfort gradually.

Start with a clear plan. Define checkpoints. Share expectations. This approach helps both the leader and the employee succeed without creating confusion or unnecessary pressure.

Leadership Mindset: Transparency Builds Trust

When leaders assign work, they should explain why they’re taking a specific approach.

For example:

“This task matters, and it’s your first time doing it. I’ll check in more often at the beginning to make sure you have what you need.”

This kind of transparency strengthens communication. It prevents confusion. And it helps both sides build confidence in the process.

Leadership is not about pulling away completely. It’s about supporting the right way at the right time.

Delegation Is a Skill Leaders Can Practice

Letting go is not about being less invested. It’s about being strategic.

Ask yourself:

• Have I defined the expectation clearly?
  
• Do I understand this person’s skill and motivation?
  
• Is the task suited for independent work or guided support?
  
• Am I leading in a way that builds clarity, not confusion?
  

Delegation is one of the most difficult, but essential skills in leadership. And it gets easier with practice.

A Place to Practice Letting Go

At Essentials Lab, we help step-up employees and first-line leaders navigate real transitions like this one.

We offer tools, coaching, and practical frameworks to help new leaders manage expectations, build trust, delegate with purpose, and learn how to lead a team effectively.

If you’re ready to shift from doer to developer, Essentials Lab is designed for you.