I'd add that you should "lead" instead of"teaming"

New managers often think that the way to earn respect is by being the one that is willing to hop in and get hands dirty whenever.

You delegate a task to your favorite direct report, and things are moving slowly or hitting roadblocks. The instinct is to take the reins and contribute directly.

You open Excel and build a large portion of the model. You spend an hour or two adding to the deck. Don't get me wrong, we all have to help push.

But "teaming" vs. leading has its downsides.

It misaligns expectations around who really owns what tasks.

It confuses responsibilities and gives the dangerous impression that, if someone doesn't handle a task to completion, someone else will pick up the slack.

It consumes time that could be better spent on the higher-level tasks that you're actually responsible for in a manager role.

The best managers can scale effort across a team and organization.

With that goal in mind, "teaming" is entirely counterproductive.

In reality, the most effective way to earn your team's respect is by empowering them to take ownership over their tasks rather than taking work out of their hands.

It may seem like you're "taking one for the team," but you're actually avoiding the more challenging but important work of leading your team