I’ve done a fair share of production debugging in my career. There’s a heroic Dopamine rush that comes with it, that feeling of diving deep on a problem in a critical situation, finding the solution, and then implementing it to the delight of your customers and teammates (well, either delight or they graciously allow you to live another day).

A similar feeling is experienced any time you build something with your own two hands and see it come to life; that joy is why this blog is named what it is, because I love to build. But as a manager of a technical team, I don’t get the chance to directly build solutions as often as I might like, and when I do, it often represents a failure of some kind. To be successful as a leader, one needs to learn to let the joy of building go, at least the hands-on kind.

Instead, what a manager must cultivate is the joy of watching others succeed, especially those to whom they are charged to mentor as direct reports. Being thrilled when a person shares a difficult problem they solved; rejoicing when a struggling individual responds to your coaching with positive growth. Giving others the spotlight and serving their needs while hidden from view. Learn to get a Dopamine hit from such experiences, and you’ll do well.

And here’s the real kicker: when you achieve it, you’ll have scaled your ability to enjoy your job beyond what was possible before, because you now have a whole team of people whose successes are a source of happiness, versus just your own. Ultimately you’re still building, but now it’s through others.