Why overhelping is undermining your team

[WORLD] Imagine a manager who anticipates every problem, takes charge of every decision, and never lets a challenge reach their team. On the surface, this “snowplow management” style—coined by Owl Labs—seems like a blessing, especially in high-stress, high-stakes environments. Yet beneath the surface, this approach is quietly eroding team autonomy, stifling innovation, and driving disengagement. As economic and technological pressures intensify, the rise of snowplow managers signals a deeper crisis in leadership: a well-intentioned effort to shield teams from adversity is, paradoxically, holding them back from the very growth and resilience organizations desperately need.

1. The Rise of Snowplow Management: A Symptom of Managerial Stress

The prevalence of snowplow managers is not accidental—it’s a direct response to today’s volatile workplace. In the U.S., the phenomenon is accelerating as leaders face mounting demands: economic uncertainty, return-to-office mandates, layoffs, and shifting productivity expectations. Managers, feeling squeezed from above and below, are 55% more stressed than their subordinates, with 36% reporting burnout and nearly a quarter considering leaving their roles within six months. This stress often manifests as over-involvement: managers take on excessive responsibilities, micromanage, and avoid delegating meaningful work.

The instinct is understandable. When the stakes are high and the margin for error slim, managers believe that doing things themselves ensures speed and quality. But this approach is increasingly counterproductive. As Frank Weishaupt, CEO of Owl Labs, observes, “While snow plow managers think they are being helpful, they inadvertently obstruct their team’s growth and success”. The urge to control is driven by anxiety and perfectionism, not by a strategic vision for team development.

2. The Hidden Damage: Stifled Growth, Disengagement, and Turnover

The costs of snowplow management ripple through organizations in ways that are easy to overlook but hard to reverse. By refusing to delegate and centralizing important decisions, these managers curtail independence and initiative. Employees find themselves relegated to minor tasks, excluded from strategic discussions, and denied the chance to learn from real challenges. Over time, this breeds a culture of dependency and disengagement: ideas wither, skill growth stalls, and collective energy dissipates.

The data is sobering. Only 62% of managers have received adequate training to lead hybrid or remote teams, leading to a crisis of confidence and capability. Meanwhile, 44% of employees are considering quitting within six months due to stress, with poor management practices a major contributing factor. Gallup’s 2024 global workplace report found that only 21% of employees are engaged at work, and disengagement cost the global economy $438 billion last year. Employees who feel unsupported by their managers are 45 times more likely to consider leaving. In this context, snowplow management is not just a personal quirk—it’s a systemic risk.

3. The Case for Delegation: Empowerment as a Strategic Imperative

If snowplow management is a trap, effective delegation is the escape hatch. Research consistently shows that delegation is not just about offloading tasks; it’s a strategic leadership tool that empowers employees, builds confidence, and accelerates organizational growth. When managers trust their teams with meaningful responsibilities, they foster accountability, creativity, and resilience. Delegation allows leaders to focus on high-value work—innovation, partnerships, long-term vision—while employees develop the skills and judgment needed for future leadership.

Modern management thought has evolved from rigid, top-down control to people-centric, agile approaches that prioritize autonomy and collaboration. Today’s most effective leaders balance support with challenge, providing enough guidance to ensure direction but enough freedom to allow for mistakes and learning. In a world where 90% of employees report workplace stress and 41% experience daily high stress, empowering teams is not a luxury—it’s a necessity for retention, engagement, and sustainable performance.

What We Think

The snowplow manager is a cautionary symbol of our times: a leader driven by good intentions but hamstrung by fear and perfectionism. In the quest to protect teams from adversity, these managers are inadvertently robbing them of the very experiences that drive growth, engagement, and innovation. As the workplace continues to evolve, organizations must recognize that true leadership is not about clearing every obstacle—it’s about equipping teams to navigate challenges themselves. The path forward demands a renewed commitment to delegation, trust, and empowerment. Only by letting go can today’s leaders unleash the full potential of their people—and ensure their own relevance in a rapidly changing world.