Leading teams can be stressful with many different needs vying for the manager’s time. Leaders need to focus on helping their people grow and develop so that everyone can be more productive. Figuring out how to continue investing time in people is key to long-term success in leadership, especially with all the other responsibilities of the role. To learn more about how to make effective priority decisions, we talked with Silicon Valley legend Ray Zinn.
Q: With all the demands of the role, time is limited. Where should leaders focus their time to keep teams functioning effectively under pressure?
A: Leaders must be thoughtful about where their effort truly makes a difference. Over the years, I’ve found that spending time training and mentoring people is far more effective than trying to personally oversee every task. Tasks will always be there, but people who grow in judgment and confidence reduce the need for constant supervision. A leader doesn’t have to be the best problem-solver in the room. What matters more is helping others learn how to think through problems on their own and in line with company goals, so work continues smoothly even when the leader isn’t involved in every decision.
Q: Leaders have pressure to hit targets to retain their roles, which can push them into constant urgency. How can managers deliver results without becoming reactive or inconsistent?
A: When priorities, expectations, or behavior change every time a new issue arises, teams spend a lot of energy trying to adjust rather than focusing on the work. In my experience, leaders who perform well over time tend to be consistent in how they make decisions and what they emphasize, even when things get difficult. That consistency creates stability. When people know what matters and how decisions will be made, they’re better able to focus, plan, and follow through, which ultimately supports results rather than undermining them.
Managers need to be realistic about their milestone dates. The employees know better than the manager about what they can and cannot do. Realistic managers work with the employee to establish their goals.
Q: Many managers feel they need to be involved in every decision to avoid mistakes. How can that instinct actually increase risk over time?
A: It’s easy for leaders to fall into the trap of believing that being indispensable is the same as being effective. In reality, organizations that depend too heavily on one person become fragile. When every decision flows through the leader, progress slows, and the organization struggles whenever that person is unavailable. Over time, this also limits the growth of the team. Leaders are more effective when they build systems and people who can operate responsibly without constant involvement. That approach reduces risk, improves continuity, and allows the organization to function more steadily.
Q: Delegation can feel risky in environments where accuracy, safety, and compliance matter. What does effective delegation really look like in those conditions?
A: Delegation isn’t simply assigning tasks while keeping control. It means transferring responsibility within clear expectations and, if the case, consequences. Leaders remain accountable for outcomes, but they allow others to exercise judgment within defined boundaries. In high-stakes environments, clarity is essential. When people understand what’s expected and what standards apply, they can take responsibility without constant direction. Effective delegation doesn’t reduce rigor or safety; it allows leaders to expand capacity while maintaining accountability.
Lab Management Certificate
The Lab Management certificate is more than training—it’s a professional advantage.
Gain critical skills and IACET-approved CEUs that make a measurable difference.
Q: In tightly controlled, high-stakes environments, what do leaders tend to overemphasize, and what do they often underestimate?
A: When pressure increases, leaders often respond by increasing oversight and monitoring. While structure and discipline are important, too much emphasis on control can slow work down and discourage responsibility. What’s often underestimated is the role of trust. When people are trusted within clear standards, they’re more likely to take ownership and raise concerns early. Trust doesn’t replace accountability—it supports it by encouraging openness and responsibility rather than hesitation.
Q: What can leaders do to reduce anxiety and keep people focused, even when not everything is clear yet?
A: In uncertain situations, clarity matters more than motivation. People don’t need constant encouragement as much as they need to understand priorities and expectations. When leaders clearly communicate what matters, how decisions will be made, and what won’t change, it reduces unnecessary stress. Even when answers aren’t complete, providing as much clarity as possible helps teams stay focused and move forward without wasting energy on uncertainty.
Q: In high-stakes environments, managers often feel pressure to appear confident and in control. How can admitting uncertainty actually strengthen leadership rather than undermine it?
A: No leader has all the answers, especially in complex environments. Pretending otherwise can actually limit the flow of information. When leaders acknowledge uncertainty or limits, it encourages others to speak up, share concerns, and contribute their perspectives. This doesn’t weaken leadership—it strengthens it. Humility builds credibility and creates an environment where problems are surfaced earlier, and decisions are better informed. Over time, that openness leads to stronger judgment across the organization.
A good leader is a humble leader. They don’t come across as a know-it-all. They are gentle, caring, and above all, good listeners
It takes effort, perseverance, and diligence to maintain the people-focused approach to leadership described by Ray. The benefits of focusing on staff needs and helping them grow will be an increase in employee engagement, motivation, resilience, and morale, which will make the lab more effective and productive.
