A few months ago, I was sitting with a client, a senior female leader in a global company, who looked polished and composed. But as soon as she entered our coaching room, she exhaled and said, “I don’t know how much longer I can hold things together”.
She had built her career on being the person who could deliver. Give her a challenging project, and she would pull all-nighters, double-check the details, and make sure nothing slipped. It worked. She got promoted, again and again. But now, she was tired. Exhausted. And the harder she worked, the more her team seemed to pull back. They waited for her approval, her corrections, her sign-off. She was carrying it all.
Her story isn’t unusual. We meet so many leaders who’ve built their success on high standards, hard work, and the determination to prove themselves. But the very habits that once propelled them forward can quietly become chains.
When we talk about “letting go,” most leaders nod politely, then confess: “Easier said than done.”
And we get it. Letting go can feel like free-falling. It stirs up deep fears:
But beneath those fears lies something more personal: your ego.
For years, you may have been rewarded for being the one who could handle it all. That became part of your identity. Letting go means risking that identity. It means having the courage to be seen differently, not as the tireless doer, but as the leader who creates space for others to shine. And that’s unsettling. Because the ego whispers: If I’m not seen as the one who does it all, who am I?
Here’s the hard truth: trying to hold it all together eventually pulls you apart, and it also hinders your team’s growth.
Here’s the paradox: the moment you step back, the space you’ve been guarding so tightly starts to breathe again.
I’ve seen leaders who finally hand over a project, watch, astonished, as their team not only rises to the challenge but also finds better, faster, and more creative solutions. One leader told me, “I realized I’d been juggling all the balls myself - then my team finally reached out and caught some.”
But here’s the fundamental, more profound shift: by letting go, you’re also choosing to be seen differently. Not as the hero who carries it all, but as the leader who trusts, empowers, and guides the way. That takes courage, the courage to quiet the ego and let a new identity emerge.
Of course, it doesn’t happen overnight. Letting go is a practice, not a switch. It takes time to unlearn years of subconscious conditioning of “What a Good Manager Looks Like”.
One client started small: each morning, he chose just one task to entirely hand off, promising himself he wouldn’t jump in unless it was a genuine emergency. Another changed how she gave instructions, explaining the “what” and the “why,” but letting her team figure out the “how.”
Over time, these tiny shifts built something bigger. Their teams grew more confident. They found themselves to be less reactive and more creative. And the exhaustion that once felt permanent began to ease.
If you notice yourself holding on too tightly, pause and ask: What am I afraid will happen if I let go? And just as importantly: Am I willing to be seen differently if I do?
Because authentic leadership isn’t about proving you can carry it all. It’s about having the courage to step back, quiet the ego, and let others rise with you.
Leaders often ask how to make this shift. The truth is, it begins with awareness. Catch yourself in the moment you’re about to step in, control, or take over, and then choose differently. Choose to pause. Choose to trust. Choose to let the space breathe instead of rushing to fill it.
It sounds simple, but it’s profoundly transformative. Sometimes the bravest thing you can do as a leader is simply loosen your grip and allow yourself to be seen in a new way.
About the author
Career Coach at Siffi
Constanze helps professionals, from rising talent to senior leaders, navigate career transitions with clarity and impact. Her approach blends strategic reflection with focused action to support meaningful next steps.
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