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This is definitely a challenge, but its also a challenge for engineers who are new to management as well. Rather than lead their team into becoming a problem solving group, they can jump in and just fix things to keep stuff moving along. The line between too 'hands off' and too 'hands on' is hard to navigate. Easier when there are other things taking your time but hard when you're in a hiring lull or there aren't any upper level things calling on you.

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As one goes higher up the hierarchy, one's primary responsibility is to see a bigger and bigger picture, while delegating an ever larger portion of the problems to the right people.

Under pressure and suffering uncertainty, the Can Do attitude of a good engineer encourages falling back into the comfort zone of doing engineering. It is understandable. But whether manager, director, VP, or CEO, the urge must be resisted approximately always.

It is probably forgiveable at the manager level. But this is still what I call a "Good Skill, Bad Habit", even for managers.

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