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Originally Posted by f6twister
At some point you will reach a point at which you will either need to start delegating or drown, and I think that point is coming soon. You are caught in a cycle of being too busy to show your team the right way to do things, but a big reason you are too busy is because the team need to learn how to do the work which is keeping you busy. I think you just need to make time to show the team members how to complete their tasks. The sooner they know how to do their job, the sooner you can balance the work load.
You already know where you need to make adjustments, you just need to make it happen.
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I've always punched the clock so I only can comment from the trenches. That said, you need to do your job and let the team do their job. You know what to do but it seems like what you lack is a place to put your personal vision of what you do there so that you feel effective instead of run down, ineffectual and with a burgeoning resentment towards your team. It seems like you need to put some time in practical consideration as to how to manage yourself. The rest will follow.
I always percieved an effective team leader as a facilitator who could help me. I never thought that they were supposed to do my job, because that is MY job. So, how do you facilitate instead of get down underneath a pile of 5 plus yourself and carry the lot? Re-invent yourself mentally/vision wise where it comes to your workplace. Bring in team members and have them do the tough jobs while you mentor. Schedule mentor time with each person for an appreciable period of unbroken time, and go so far as to have a team meeting, lay out your game plan and post an actual schedule to follow. Don't tell them every little bit of thought or reasoning or whatever that is going into the change, because in the end they need to just do it (their job) while you need to make that possible while also being the rover/ace of the team. Focus on that. Allow things to not get done immediately, because you are investing your team's time into becoming better. Put things on hold - tell your own manager what you are doing when asked about the temporary lagging that will happen while you get your people up to speed. Your goal is to have everyone including yourself at 90-95%, with the excess a reserve for those jobs that always come down the pipe with red flags all over them.
My 2 cents from the joe punchclock perspective.