The process works only while the manager is present: Management errors through manual intervention

The article examines a common issue in development team management where workflows are critically dependent on the manager's presence. The author notes that even with qualified specialists, routine tasks often stall because there is no one to confirm priorities or authorize the next steps. Using three specific case studies, the article analyzes typical management errors that create a bottleneck around a single person. The focus is on the necessity of delegating authority and building transparent processes that allow the team to function autonomously. The author offers practical recommendations for changing management approaches to eliminate reliance on manual intervention and improve overall efficiency, ensuring that processes remain stable regardless of the manager's physical presence in the workplace.