There are two core approaches to management. Both can work, but one suppresses initiative while the other cultivates it.
The first is the “Task + Control” model. A manager assigns a task, monitors its execution, and only requires the employee to do exactly what was asked. Initiative is not part of the equation.
The second, more common in Western tech circles, is the “Area of Responsibility + Boundaries” model. Here, you don’t receive a task; you receive a domain. You are given the objective, the resources, and the strategic guardrails. What happens next is your growth zone. You apply your expertise, think critically, and take initiative. Sometimes you make mistakes. But often, you deliver a better outcome than anyone could have prescribed from the top.
In the IT environment, the second approach is significantly more effective. Why? Because IT is not about following instructions. Great architecture, solutions, processes, and automation—all require proactive people, not operators.
When you impose top-down, instruction-based management on a tech team, you get a predictable outcome:
- Killed initiative
- Poor quality solutions
- A burned-out team
As a leader, my goal is to create a structure for success, not a task list for my team. I provide the boundaries and the high-level direction, but I don’t write a step-by-step manual. I select people who know how to take ownership of their domain, not just check off items on a list.
If you want to build a strong team, stop assigning tasks. Start creating the space for independent decisions. Then, simply offer support and course-correct when needed. The results will surprise you.