A key success factor in agile data management is self-managing teams. As a leader of self-managing teams, you need to develop a unique set of skills, moving from command and control to communication and enablement.\u00a0\nThis is the fourth installment of my series entitled \u201cFive Tips for Leading Agile Data Management Development Teams.\u201d Here I discuss Tip No. 4: Know the details, but don't get into the details. \nHands off! This can be the most difficult thing a leader needs to learn, especially if you have actively managed, or even performed, the types of activities your team is involved in. You need to balance facilitation, guidance and support without being directive. And never do the work your team is responsible for!\nAs a leader, you\u2019re expected to know what tasks are being worked on and how the team is progressing, but you need to stay out of the details, which the team should be managing for themselves. If you get too far into the details and are too prescriptive, your staff will lose any sense of job satisfaction and become unmotivated.\u00a0\nGive just the right amount of guidance and support, which will be different with each team and team member, making your job even more challenging. Some key thoughts in this area:\n\nFacilitate, but don\u2019t direct.\nTurn challenges into valuable learning experiences.\nResist the urge to grab control when the team is facing difficulties.\nDon\u2019t ever do a team member\u2019s job \u2014 even when you\u2019d prefer to get it done and move on.\nKeep your eyes open but your hands off.\nAsk the right questions, and let the team make its own decisions and come up with its own solutions.\n\nIn the end, you need to be viewed as a help rather than a hindrance. If you have the right team, they will always manage through their challenges, and they will know when to pull you in for guidance. One of the most rewarding moments can be when your team seeks you out instead of pushing you away.\nYou can find links to all the blog posts in this series on my author page on CIO.com.