At Xtreme, I spent a lot of my time learning about people. This way, I could help people quickly. My team called me “air traffic control.” My task as air traffic control was to unblock people (making sure there were no crashes), but not micromanaging (how to fly the plane).
This way, the company benefits by having far more people working on creative solutions to problems. Command-and-control works for organizations like the army, but not for knowledge workers. You need each of your people to spread their wings.