Management is hard. Delegation is harder. And yet, so few people talk openly about these challenges. It’s essential to learn how to work with people, which has been my biggest hurdle by far.
Recently, I’ve been reflecting on Layla Pomper’s approach to management, and her perspective has completely changed how I think about leadership. The traditional view of management—where the boss sits at the top of a triangle, pushing tasks down to subordinates—never quite worked for me. However, Layla’s concept of an inverse triangle makes a great deal more sense.
Flipping the Management Triangle Upside Down
In Layla’s model, the leader sits at the bottom, not the top. This “servant leadership” approach means you’re lifting tasks up to your team rather than pushing them down. Delegation isn’t about gravity doing the work for you—it requires effort to push responsibilities upward until someone can grab them.
This resonates deeply with me. Too often, new managers (myself included) assume they can simply let go of tasks and trust that they’ll be completed. But effective delegation requires active effort and thoughtful structure.
Rules That Actually Work in the Real World
What I appreciate most about Layla’s management philosophy is its practicality. She doesn’t suggest you need to become an extrovert or simply “be nicer” to manage effectively. Instead, she offers concrete rules that have transformed my approach:
Stop Being the Answer Person
I used to think my job was to solve everyone’s problems. When team members came to me stuck, I’d immediately jump into solution mode. Now I understand that asking questions is far more powerful than providing answers.
Two questions I’ve borrowed from Layla that work in almost any situation:
- “Can you tell me more about that?”
- “Why do you think that is?”
These simple questions prompt my team members to think critically, helping them develop their own problem-solving skills rather than relying on me.
Working ON vs. IN the Business
Layla uses a greenhouse metaphor that resonated with me: working IN the business means being a plant in the greenhouse, while working ON the business means improving the greenhouse itself—fixing ventilation, repairing broken panels, and making the environment better for all plants.
Even when I have critical tasks (like Layla’s weekly videos), I now prioritize supporting my team when they need it. The machine matters more than any single task I perform.
Meetings Aren’t the Enemy
For years, I took pride in running a “low-meeting culture.” I thought I was doing everyone a favor. But Layla pointed out something I’d missed: meetings are one of our best tools for building culture, especially in remote teams.
The key isn’t eliminating meetings—it’s creating meetings with clear value. I’ve found that the most valuable parts of our meetings aren’t the work discussions but the non-work connections: icebreakers, celebrating wins, and sharing personal updates.
The Myth of Hands-Off Management
Another mistake I made was assuming everyone wants the same level of autonomy I do. I’d hand off projects with complete freedom, thinking I was being a great manager. Then I’d be confused when people struggled or missed deadlines.
What I’ve learned is that delegation exists on a spectrum. Very few people thrive with either complete autonomy or micromanagement. Most need something in the middle—clear expectations about the result, some guidance on key steps, and regular check-ins.
By adjusting my delegation style to each person’s needs rather than using a one-size-fits-all approach, I’ve seen much better results and less frustration on both sides.
Balancing Feedback and Documentation
Two more practices that have helped me immensely:
- Balance negative with positive feedback. For every four critical comments, I try to include at least one positive observation. This simple ratio makes feedback more effective and builds trust.
- Document everything. My memory isn’t reliable enough to track all the details across multiple team members. I maintain personnel files that include both positive and negative notes, which are updated on a weekly basis.
This documentation habit helps me avoid recency bias and gives me concrete examples when it’s time for performance reviews.
Equality vs. Equity
Perhaps the most important lesson I’ve taken from Layla is that treating everyone equally doesn’t mean treating everyone the same. Some team members need more support than others. Some prefer video calls while others work better with written communication.
By observing each person’s preferences and adapting my approach accordingly, I can be fair without being identical in my management style. This personalization makes a huge difference in effectiveness.
Management will never be easy. However, by embracing servant leadership and these practical guidelines, I’ve found that it becomes much more rewarding, both for me and for my team.
Frequently Asked Questions
Q: What is servant leadership, and how does it differ from traditional management?
Servant leadership inverts the traditional management hierarchy. Instead of the leader being at the top pushing tasks down, the leader positions themselves at the bottom, supporting their team and lifting tasks up. This approach requires more effort from the manager but creates a more supportive environment where team members can thrive.
Q: How can I strike a balance between giving autonomy and providing enough structure?
Recognize that delegation exists on a spectrum, and different individuals require varying levels of support. For most team members, aim for the middle ground: clearly communicate the desired outcome, provide guidance on key steps, and schedule regular check-ins. Adjust your approach based on each person’s experience level, confidence, and working style.
Q: Are meetings really necessary for remote teams?
Yes, meetings play a crucial role in building culture for remote teams. Rather than eliminating meetings, focus on making them valuable. Often, the most important parts of meetings aren’t the work discussions but the non-work connections—celebrating wins, sharing personal updates, and building relationships. These elements are challenging to replicate without face-to-face (or even virtual) interaction.
Q: How do I handle making mistakes as a manager?
Accept that mistakes are inevitable in management. No matter how well you follow best practices, you’ll sometimes hire the wrong person, handle a situation poorly, or make other errors. The key isn’t avoiding all mistakes but developing resilience to recover from them. Consider keeping a journal to reflect on what went wrong and what you learned, which can help you process these experiences and grow from them.
Angela Ruth
My name is Angela Ruth. I aim to help you learn how Calendar can help you manage your time, boost your productivity, and spend your days working on things that matter, both personally and professionally. Here's to improving all your calendars and becoming the person you are destined to become!