I used to think that the key to an efficient workflow was to hire the best people for the job. A new generation of talented, value-driven and full-potential employees and business partners seemed to be the perfect recipe for success. However, I found that even with such a large team, I was always observing, running into problems, and putting out more fires than I would have liked. It was frustrating. I didn't just want to have a good team, I wanted a team that can work independently and efficiently with or without my intervention.

So what was missing? I adopted a trial and error approach in an attempt to search for the best strategies that would suit the task at hand. I am not presenting these ideas here as mere theory, but as practical approaches that have been effective in changing my leadership and team management style. These are the four secrets that allow me to step back and put my full faith in my team, knowing that they are capable of handling anything.

Related: It's hard to hear, but . . . Your company doesn't always need you

1. Create a playbook for each scenario

Perhaps one of the most significant moments was realizing the need for a playbook. This isn't just any documentation – this is a dynamic, proactive guide that gets your team ready for anything they're likely to face. It is the Bible of your team, where all the processes, tasks and possible problems are described in detail.

The playbook should not only focus on core activities, but should also address unexpected scenarios, opportunities, and obstacles that disrupt normal business operations. This way, you avoid a situation where your team has no idea what to do when faced with certain challenges. They have a reference point that they use to determine their course of action, which enables them to be more accountable.

It's not just about developing the playbook, though; it is also about maintaining and updating it. Periodic evaluations and modifications ensure that your team is using the most current and useful data. This fosters a culture of readiness and self-sufficiency within your team, who can function efficiently on their own.

2. Empower your team with authority

The other secret is to give your team real power—the kind that makes things happen. They cannot be assigned only by work; they should be allowed to make decisions for themselves. This was a huge relief for me: when team members realize they have the power to make decisions without having to consult with others all the time, they open up their responsibilities in ways that are liberating.

The essence of strengthening it is not only in the process of delegation, but in the process of trust. In other words, your team must be confident in your support for the decisions they make, and you must have confidence in the decisions your team makes. This mutual trust is what makes it easy for the teams response to crises quickly and efficiently. When a problem arises, your team will not be left in a quandary. Instead, they will be prepared and ready to take appropriate action as soon as possible.

This should work in parallel with a clear definition of the authorities given to each member of the respective teams. What choices can they make independently? In this way, you set the boundaries within which your team can operate freely, but still be in harmony with the overall organizational strategy and objectives.

Related: 8 Reasons You Should Give Your Employees More Control

3. Implement a “First Responder” protocol.

One of the most effective interventions I implemented was the First Responder model. This includes assigning someone or a group of people to handle any problem as first responders. The goal is to minimize bottlenecks and ensure that issues are resolved as quickly as possible, without everything going to the CEO.

Here's how it works: The front-line manager is the one who is expected to assess and manage the problem as soon as it happens. They have the power to make immediate decisions to solve the problem or, if necessary, take the matter to the next level. This protocol not only makes for faster response times, but also balances the workload among team members so that no one person is overworked.

In other words, it is important to ensure that everyone in the organization understands what to do in the event of an incident and how to do it. It is important for all employees to understand who the go-to person is when it comes to various issues, and these individuals must be equipped with the knowledge and tools to handle situations effectively. This approach helps create a sense of ownership within the team because everyone becomes aware that issues are being handled effectively and without unnecessary delays.

4. Create a continuous feedback loop

Last but not least, creating a feedback culture it is essential for creating a team capable of meeting any challenge. It is not an annual assessment; it's about an ongoing conversation where processes are periodically reviewed and improved based on practice.

Your team is on the ground, immersed in the details that are unique to your company. They are better able to spot areas that require change and point out areas of concern that need attention before they escalate. In this way, you make feedback a continuous component of your business, which means that your processes are always adaptable to new conditions.

It is important to note that this feedback loop must be created and follow a certain pattern. This system can include daily or weekly team meetings, individual meetings and even suggestions that can be submitted anonymously. The idea is to build a sustainable culture continuous improvement and does not see it as an exception but as the norm. When employees understand that their input is valued and taken into account when making organizational decisions, they tend to be more committed to the success of the organization.

Related: Why creating a culture of feedback is vital to business survival

Creating a team capable of handling any situation is not a process that can be achieved in a short time. It means taking the time and effort to ensure your team is properly prepared and equipped to handle change. These are the four secrets you need to follow if you want to take your hands off the wheel and let your team do their work.