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Carly Redington of Thomas Ridley shares the best advice she’s ever had




Starting off a career in leadership, you get this heightened sense that you need to do everything—and be everything to everyone—in order to succeed and get noticed.

I learned very quickly that this approach does not work. It creates stress, is ineffective, and does not motivate a team of individuals to work together for the needs of the business. If you take control, you create followers. If you give control, you create leaders.

I remember listening to a clip by David Marquet on Submarine Leadership called Greatness and was totally inspired and committed: that was how I wanted to lead. By giving intent—not instructions. And creating a team of proactive, independent thinkers.

Carly Redington, Group Sales Controller for Thomas Ridley
Carly Redington, Group Sales Controller for Thomas Ridley

Leadership is undoubtedly a multifaceted skill, and one of its core components is the ability to delegate effectively and build a strong, cohesive team. Both are crucial for achieving organizational success and fostering a positive place to work.

The overall aim is to create an environment where all team members can stop requesting permission to do their jobs; the psychological ownership shifts from you to them, which is empowering (albeit disarming if you are in charge). But always being the single person to give all the answers is damaging for both your mental health and the success of your business.

Rather than answering questions from your teams, challenge them: “Do you think it is the right thing to do?” “What do you think I’m thinking right now?”

Relinquishing control is not easy. It’s uncomfortable and feels unnatural. There will also be times when mistakes are made by your team, which inevitably you are accountable for. However, in those situations, it is about supporting them through those failures and using them as a teaching tool—rather than taking the control back.

If you can set into motion the following four pillars, you will create a strong foundation to implement this change in leadership style.

Know Your Team:
Understand each member’s strengths, weaknesses, and career aspirations. This insight helps in assigning tasks that align with their skills and developmental goals.

Set Clear Expectations:
Communicate the objectives, deadlines, and any specific requirements clearly. Ensure that your team members understand the importance of the task and their role in its success.

Provide Support:
Offer guidance and resources but avoid micromanaging. Be available for questions and provide feedback throughout the process.

Trust and Let Go:
Trust your team to complete the task. Micromanaging can undermine their confidence and stifle creativity.

Achieving greatness will never be because of what you (alone) did—it will be because you created an environment where everyone around you can be great and achieve great things as a team!

This article was written by Carly Redington, Group Sales Controller for Thomas Ridley