Your job as a manager isn’t to dole out advice or “save the day”—it’s to empower your report to find the answer herself. She has more context than you on the problems she’s dealing with, so she’s in the best position to uncover the solution. Let her lead the 1:1 while you listen and probe.

New managers sometimes ask me, “A decade into the job, what’s something you’re still continuing to learn?” My answer is, “How to be the best leader I can while staying true to who I am.”

Managers so often think of the role as being in service to something else—the mission of the organization, the goals of the team, the needs of others—that it’s easy to forget about the most important character in your management journey: you.

It’s not always comfortable to interrupt others and manage the flow of conversation in this manner, but it sends a strong signal that you believe better outcomes come from hearing a diversity of perspectives.

This is why it’s so important to remind people of what really matters. Describe over and over again the world you’d like to see. Try to connect every task, project, decision, or goal with the organization’s higher-level purpose. If everyone understands the dream, then the team’s actions will be aligned in making it a reality.

For the things that you do better than your reports, unless it falls into the “most important priorities” bucket or you don’t believe they are set up to succeed, you should still try to delegate as much as possible and coach them along the way.