Evan has been in a leadership role for the past two years. However, a little over a month ago, when one of his colleagues went on maternity leave, he was told that he would be inheriting her team for at least the next 12 months, since the CEO had decided not to replace the headcount. 

“Congratulations”, I said when Evan shared his update with me and 21 other leaders during an activity I was running as part of a recent workshop. 

I had asked the group to share a current leadership challenge they were facing, and then over the course of the three-day workshop I would ensure we would get a chance to address each one as part of a peer-learning initiative. 

“I wish I would be handed more team members on a platter”, Emily, another leader, said from across the room. 

“Yeah, mate. Me, too”, Dougal chimed in. “That sounds cool. So, what exactly is your challenge?” 

I was about to ask Evan exactly the same thing. 

“I was very excited to get five more people on to my team”, Evan said. “It was also rewarding to know that my superiors have faith in me to lead a team of 10 people. But in the last few weeks, I’ve just got the feeling that the new team members don’t really need me at all”. 

“Have they said as much?”, Emily asked? 

“You’ve got to get out of your head, mate”, Dougal said somewhat definitively. 

I had promised the group that during the workshop we would get to address everyone’s respective leadership challenge. I specifically chose to come back to Evan’s on the third day of our program, because I felt it would tie in nicely to the session on ‘knowing your leadership purpose’. 

Evan certainly wasn’t the first leader to ever question whether their team needs them anymore. In fact, many years ago I was convinced of it myself when I was responsible for a very high performing team that for the most part just wanted to be left alone. 

So, what can you do when (you believe that) your team doesn’t need you anymore? 

I have intentionally added you believe that in parentheses here because, as Dougal hinted during the workshop, it is very easy for a leader to get way too caught up in his or her own thoughts letting the negative self-talk take over. 

Leadership is often associated with guiding a team, helping individuals grow, and solving problems as they arise. But what happens when your team is already high-performing, reasonably self-sufficient, and for the most part seems to require less direct intervention (or from your perspective, actual leadership)? 

In these situations, it’s not uncommon for a leader to question (as Evan did last week, and as I had done myself nearly two decades ago) whether you still have a purpose. But the short answer is yes. Your role as a leader remains crucial, even when it might not appear to be. 

Leading a high-performing team is an achievement many leaders aspire to reach.  

When your team consistently delivers exceptional results and requires minimal day-to-day management, it’s only natural to feel a sense of pride in their accomplishments. However, it can also lead to a unique set of challenges for you as a leader. 

One of the most significant challenges is the feeling of redundancy or the belief that your team doesn’t need you anymore. After all, it’s your ‘corporate responsibility’ as a leader to keep pushing them, right? But if they are already performing at their peak, what is left for you to do? 

The first step in addressing this challenge is to reframe your role as a leader.  

Leadership is not solely about pushing people to become better. It’s about creating an environment where your team can thrive, even when they are already high performing.  

Your role evolves from being a hands-on problem solver (wearing your ‘management’ hat) to a strategic guide and facilitator (the true leader). 

Embrace this phase of your leadership journey as an opportunity to redefine your purpose and continue making a meaningful impact. Remember that leaders who find themselves in a situation where they might perceive their role as being redundant due to leading a high-performing team can still find purpose and ways to contribute meaningfully. 

Instead of viewing your role as solely focused on skill development or problem solving, reframe it to be more about strategic leadership and creating an environment where your high performing team can thrive. Challenge yourself to set new and ambitious goals for the team that align with the organisation’s broader objectives, which can reignite your sense of purpose and drive. 

Focus on strategic planning and long-term vision. Your experience and perspective can be invaluable in guiding the team’s direction and ensuring alignment with the company’s strategic goals. At the same time, it’s important to offer mentoring to support your team’s overall development. And whilst your high performing team members may initially resist the need for mentoring from a skills perspective, they will still benefit from your mentoring around leadership, career, or personal development. 

Knowing that you have played a crucial role in your team’s achievements and both personal and professional development can provide a strong sense of purpose.

If you get the feeling that your team members are wanting to keep you at arm’s length, then you might want to consider becoming a thought leader in your industry of field. From many years of personal experience, sharing your insights through speaking engagements, writing articles (such as this one), or participating in industry forums or on event panels can also elevate your influence and sense of purpose. 

Remember that leadership is not static, and your role can (and should) evolve as your team’s needs change.  

Your ability to adapt and continue to grow as a leader is a huge asset to your organisation and your team, so don’t let the negative self-talk or the feeling of no longer being of any value to those around you take control. 

When we eventually circled back to Evan’s leadership challenge, I explained to him and the broader group that ultimately, the key is to strike a balance between respecting your high- performing team’s autonomy and providing them with the support they may need, even if they don’t actually seek it. It’s important to adapt your leadership style to their preferences while remaining available for whenever they do decide to engage with you … which they inevitably will! 

Whilst Evan believed that inheriting a high-performing team that doesn’t require constant development had created a unique set of challenges, by the end of the workshop he appreciated that his role was still vital in guiding their strategic direction, offering mentorship, and creating an environment where they can continue to excel. 

For any leader feeling as if they have lost their sense of purpose, or who might have convinced themselves that they are no longer contributing to their team, or adding value to their development, understand that leadership is not simply about pushing individuals to become better. It’s about building trust and showing that you respect their expertise and independence, and in some cases just letting them get on with it. 

Remember,  Hellomonday  can provide support to every leader, reinforcing habits through curated learning and impactful coaching, helping you adapt and grow as a leader while maintaining a positive working relationship with your high-performing, self-sufficient team members.