Workplace Multiplier by Tola Akinsulire
September 22, 2026
Welcome to Workplace Multiplier, the weekday newsletter for senior leaders tired of fixing, chasing, and rescuing. You'll learn how to build a trusted, capable team that fully owns critical responsibilities...freeing you to lead at the level your role demands.
Why I refused to step in
Howdy ,
I once had a team member who had a bigger role thrown at her unexpectedly.
Her team lead had left the company, and she was suddenly responsible for running the department-with less experience than the role would ordinarily require.
It wasn't meant to be permanent. We planned to recruit a new team head.
Until then, she was going to play the role.
As you would expect, she struggled with some of the things first-time team leaders often struggle with.
One of them was pushing back.
When senior colleagues sent work her way, she found it difficult to say that her team was already stretched.
So, she accepted almost every request.
The result was predictable.
Too much work.
Too many competing deadlines.
And the constant pressure of trying to satisfy everyone.
During one of our regular one-on-one meetings, she asked if I could step in and tell the other senior people to cut her some slack.
I told her I wouldn't.
Not because I didn't care about the pressure she was under.
And not because the requests being made of her were all reasonable.
I refused because she needed to build that muscle herself.
If I stepped in, I might solve the immediate problem.
But I would also reinforce the idea that whenever the pressure became uncomfortable, she needed a more senior person to protect her.
That wouldn't prepare her for leadership.
So, instead of speaking on her behalf, we worked through how she could handle those conversations herself.
She didn't need to become confrontational or simply tell people, "No."
She needed to learn how to make the trade-offs visible.
For example:
"I can complete this by Friday, but it means the report due on Wednesday will have to move. Which should take priority?"
Or:
"My team is currently working on A, B and C. If this needs to come first, which of those would you like us to deprioritise?"
That is not insubordination.
It is responsible leadership.
Senior people do not always know everything already sitting on your plate. If you accept every new request without explaining the consequences, they may assume you have the capacity to deliver it all.
Then, when deadlines are missed, the conversation is no longer about workload.
It becomes a question of reliability.
Learning to push back well is not about resisting work.
It is about clarifying priorities, negotiating realistic commitments and protecting the quality of what your team delivers.
My team member needed that capability then.
But more importantly, she would need it throughout her working life.
This is one of the difficult choices we face as leaders.
Sometimes, the most supportive thing you can do is step in.
At other times, the most supportive thing you can do is refuse to step in-and coach the person through something they must eventually learn to handle without you.
If you solve every difficult conversation for your team, they may feel supported.
But they may never learn to lead.
Keep winning at work and in life.
Tola Akinsulire
Your Strategic Workplace Mentor
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