Get out of the way!

Leadership Lessons from the Swoop and Poop

"We call it swooping and pooping."

That was the term someone at a previous job used for what happens when an executive flies into a meeting at the last minute, questions every decision, throws out a few bold (often uninformed) new directions—and then disappears before the consequences land.

They swoop. They poop. They leave.

It’s a funny phrase. But the impact isn’t funny at all.

It kills momentum. It demoralizes teams. It erodes trust.

And here’s the worst part:

That leader usually walks away thinking they’ve added value.

The illusion of involvement

Executives don’t want to be out of the loop. They don’t want to look like they’re not contributing. So they find a moment to jump in.

The problem is: these moments are rarely rooted in context, understanding, or timing.

They’re rooted in optics. Or control. Or anxiety.

But not in leadership.

True leadership doesn’t mean inserting yourself everywhere. It means creating the conditions where others can do great work—without constant correction or interference.

What high-performing teams actually need

In my experience leading high-performing teams, here’s what actually works:

• Set the destination. Define success with clarity: metrics, milestones, and expected outcomes.

• Build structure without overengineering. High performers need direction—but not a straitjacket.

• Be present, not omnipresent. Your team should feel supported, not surveilled.

• Normalize questions. Asking for help should never feel like failure.

• Deliver feedback that sharpens, not shames. High standards are only sustainable in a culture of respect.

And more than anything:

• Ask what roadblocks you can remove.

• Ask where your team wants support—and where they don’t.

• Review progress without halting momentum.

• Be visible without being overpowering.

Precision, not passivity

Getting out of the way isn’t about checking out. It’s not about taking your hands off the wheel and hoping for the best.

It’s about knowing when to step in—and when to step back.

It’s about staying close enough to support, far enough to allow ownership.

It’s about resisting the urge to prove your value with noise—and instead proving your value through intentional space and thoughtful timing.

This is not passive leadership.

It’s precise leadership.

The best leaders I’ve worked with didn’t micromanage. They didn’t swoop. They didn’t assume their last-minute input was better than the team’s weeks of work.

They guided. They calibrated. They protected the flow of good work.

That kind of leadership isn’t loud.

But it leaves a lasting impact.