Every leader struggles with trust; how much to delegate? How important should the tasks that are delegated be? How do we know when someone is "ready" for the next level of accountability? Is there a balance between micro-managing and complete autonomy?
This points to the differences between management and leadership. Consider "the paradox of letting go" from Lao Tzu. This philosophy says "when I let go of what I am I become what I might be". 

We never intend to come across as controlling or untrusting, but

when we insert ourselves in the middle of projects without being invited, it sends a message that "the situation is clearly so out of control it deems my immediate attention". It forces people to take the defense, disrupts any momentum they may have, or causes them to check out completely and disengage from the project and from you. They think, "Why invest the time and energy if you are just going to take over and do it your way anyway?"

 

There is also some law of nature at play when it comes to control; sometimes the things you work the hardest to command just slip through your tightly grasped hands. Instead, the more relaxed and centered you are about outcomes the more positive energy is drawn to you. If you aren't getting the results you want, raise your self-awareness about the issues that you chronically attempt to control. Ask for feedback on the times when you get in the middle "trying to help". And trust in the people and process around you. You may find a calmer peace of mind to go with it. There is no greater self-imposed pressure than the need to control the entire universe around you. Hint:    It isn't about you -

let it go

. There is a certain sense of serenity that comes with surrendering and accepting that unintended consequences aren't always terrible.

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