A recent first time manager, this friend of mine was faced with a very interesting situation. On the fast track, you got to meet her to realise how remarkably focussed she is, taking lots of initiatives and just moving everything and everyone to get stuff done. Loves being in control, in complete know of all that is relevant. These attributes came very naturally to her and contributed largely to her elevation. Simply superb, what more could one ask for!
Unfortunately just about 6 months into the position, all began to go horribly wrong. Performance numbers trending south, lower customer satisfaction and team health index. Determined to set things right, she decided to get back to her old ways, work harder and tougher, drive and do more of the same – after all that had been her tried and tested success mantra and she thought she had every reason to stay the course.
The outcome of her efforts is not very difficult to imagine.
Such situations abound and are so prevalent across many organisations all the time. The turnaround requires exactly the opposite behaviour. Step back, observe and absorb more, let the members take over. Instead of providing all the answers, ask intelligent thought provoking questions – the team will figure out the answers and go out charged to accomplish more. It also helps if you can expose your own vulnerabilities and create a network of dependencies of skills within the team. I can develop on this aspect in a later post.
Often construed to be same as delegation, it is far deeper and more about self restraint and self discipline -managing self.
Let go – as much as you can and as fast as you can.
PS : not cleared to share the name of the person or the organisation.