Let me put this simply: if you want to run a large organization, you must learn how to stop doing things yourself. Instead, you must make the transition to getting things done through other people.

Many people simply can’t make this transition. It makes them comfortable. They feel vulnerable or away from the action. Getting stuff done was their superpower until suddenly they got promoted and it became their kryptonite.

If you are going to be an effective leader, you need to focus on two key areas.

The first is to focus on things that only you can do. This might include formulating a strategy, meeting with the board and managing the culture (i.e. the way things work in your organization) .

The second is to become an enabler of the people who work for you. Be a coach and mentor. Help them connect the dots. Be a thought partner. Clear away organizational barriers so that they can be successful. Inspire them.

Even highly seasoned 50+ year old executives occasionally need somebody to support them, challenge their thinking, or be there for them when something difficult happens at home.

The larger your organization, the more important it is to focus on these two areas. Being just another doer is not nearly as important as being someone who can clear a path for everyone else to leverage their talents.

And yet, it can take quite a while to grow comfortable with behaving in this manner. One executive recently confided in me that he feels guilty managing but not doing.That might be illogical, but I find that many talented individuals feel like that when they attempt to make the transition to top leadership.

But the reality is that this is the path to success, even if it can be uncomfortable.

Force yourself to release the reins and leverage the full talents of the people who work with you. Create and manage an environment in which they can thrive. In this manner, you can best leverage your own time and talents, help your organization grow and have an even greater impact on customers, clients and communities.