While presenting a program on Leadership this week, the idea of losing control with a team kept emerging. There was a real sense of inadequacy and being left in the dark if the managers didn’t stay on top of all the technical aspects of their team member’s jobs. Concerns like these were shared:
“If I can’t answer a specific question that a client proposes, then I feel like a fool.”
“I need to know every aspect of each of my team member’s jobs to manage properly.”
“I must be copied on every email to make sure I stay in the loop.”
“When my team members don’t follow the process the way I would, it takes them too long to complete.”
The discussion became very heated as we weighed the benefits and disadvantages of controlling every action and decision. They sounded exhausted and overwhelmed at keeping track of every detail. I asked them:
“What would happen if you just let go and allow your teams to do things their way? Your teams seem to be very capable and eager to learn new responsibilities. In fact, by empowering your members, wouldn’t you be helping them develop their leadership skills?”
[Tweet “When leaders relinquish control they empower their teams to gain leadership skills.”]
Here are some ways that leaders can give up control to grow empowered teams:
Cultivate A Can-Do Environment
One way that leaders sabotage their team’s success is by not allowing their members to feel accountable for their contributions. People need to feel that they are not only capable of performing their job responsibilities but also valuable decision makers. Second -guessing or steering an individual to carry out a task in your shadow could lead to low morale and lower outcomes. Allow each team member to drive their tasks how they see fit.
[Tweet “When we encourage others to perform in their unique way we create future leaders.”]
Model Transparency and Trust
We know from Patrick Lencioni’s classic book “The Five Dysfunctions of A Team” that the initial rung on the ladder of team success is trust. Leaders must create a workplace where teams feel there is a free flow of information and sharing to ensure high performance.
- Don’t hide facts or valuable insights.
- Don’t blame others but admit your mistakes.
- Share lessons learned and why procedures are done a certain way.
- Be open to answering all questions posed in a substantial way.
Encourage Speaking Up
When people offer their ideas and suggestions, it is essential for leaders to listen and validate them. A great way to empower a “speaking-up” culture is by actively asking the team how they might change the status quo. You too can present innovative perspectives and ask for input on whether your suggestions may or may not improve the direction a project is going. After hearing the valuable advice from the team, it is important to give credit and show appreciation. Send shout-outs through emails with notes of gratitude.
Believe In Your Team
In my workshop it was apparent that one reason the managers were not able to give up control was that they did not have belief in their team member’s abilities. We talked about the need to help each person find their strengths and then play to them. The question we grappled with was: Is it ok for your teams to carry out their tasks differently than you as long as they achieved the same result? What we concluded was a resounding YES!
Do you lead by giving up control in order to gain empowered future leaders? What strategies helped you empower others?
Great advice to give this group of leaders, Terri!
I was recently contacted by someone with similar problems, only instead of giving his team the right answers he wanted me to do it!
Your advice is spot on—empower the team to take ownership of their own decisions.
Loved this!
It is very enticing for leaders to make all the decisions and execute the actions because they feel things would get done more efficiently that way. This trap is a lose-lose proposition because the team members don’t get the chance to learn, grow and make mistakes which leads to a dysfunctional team.
Thanks LaRae for sharing your story with us!
I could not imagine being copied on every email just to stay in the loop. Sounds like a plan for an out of control inbox or constant reading of email instead of making real-time connections and having important discussions with team members.
You asked some really brilliant questions to help them see the value of letting go. I also find that asking “How do you feel when…” turns the tables a bit and shifts perspectives. How do you feel when you aren’t trusted? You’re always being second guessed. What did you really want? What’s stopping you from being that leader?
So key that people realize their behaviors and choices are setting the stage and creating their legacy too. Love that you brought in Patrick Lencioni’s book into the discussion – a fave!
I love your questions Alli especially: “How do you feel when you aren’t trusted?”! That’s a great way for leaders to empathize how a team member may be feeling if they are not given the opportunities to develop further in their career.
The Patrick Lencioni book is my guide for team survival and growth. I just love it and share it with all my clients.
Thanks for keeping the dialogue going and making me think about some different perspectives on empowering.
Beautiful post. I asked my MBAs students last Saturday “what was one behavior that they consistent do that wastes time or makes matters worse” #1 answer: over-involvement
I am not surprised with that response since most people would rather not be micro-managed and just discover things for themselves.
It sounds like you are having a great time teaching this MBA class! Love hearing about all your stories.
Thanks Karin for your always great additions!
Terri,
Following the principles you outline here is what separates leaders who act and those who just talk. Letting someone take a project and pursue its mission without micro-managing creates a future leader. Encouraging people to speak up creates a stronger leadership bench. These things aren’t easy for an existing leader to let go and let happen, but it is the only way the organization can survive, future leaders can be strengthened, and the mission can be achieved.
Great points! Thank you, Jon
I love your point of distinguishing between leaders who take action and those who just talk about what they are going to do. When leaders allow others to run their own projects and make decisions for themselves they are cultivating future leaders who are able to act. They are empowering their team to make mistakes, learn lessons and build their leadership tool kit.
It takes a great leader to let go and allow their team to fly.
Thanks Jon for your great additions! I always appreciate your insights!
Love the points you have raised Terri. Empowering people to Speak up comes from believing in oneself and in trusting others. Neuroscience has proved that our brains doesn’t like to be micromanaged. When we feel we are micromanaged our brains perceive it as a threat, a threat because we feel we don’t have the autonomy. In a threat state our brains doesn’t function well as in our Amygdala gets triggered and a leader will not do well in creating an environment of threat.
We need to ask of ourself in the way we behave, act and in who we are, if we are being accountable. Are we creating an environment of trustworthiness and leading by example.
Excellent post Terri.
When leaders create a trusting and transparent environment they empower others to share their ideas and opinions. When team members trust their leaders they are motivated to perform at their highest and in their most innovative way. They want to make valuable contributions because they know they will be recognized and appreciated. This type of open and caring work place is where the magic happens.
Love your idea about our brains sensing that micromanaging is a threat. It is a threat and disempowers people.
Thanks Lalita for sharing your fascinating perspectives!