There was undoubtedly one thing in common with the best team members you have ever served with: good self-management abilities. You don’t want to be dragged into double-checking every aspect of a project as a boss, or incessantly answering minute questions. You have your own duties to concentrate on, after all.
Don’t get me wrong, I know that your workers are driven and advised by a large portion of management. But another aspect of becoming a boss is helping the workers learn to think on their own, overcome tough problems, and evolve into self-sufficient leaders.
So if you’ve found that your team depends solely on you for items that don’t actually need your expertise), here are a few methods that have helped me empower my team to be a little more self-reliant. The dominant attitude in so many workplaces implies that most concerns belong to someone else. The resistance to stepping up and willingly solving a problem is both hilarious and sad in some of the cultures I’ve experienced. While you would expect your teams to step up to solve problems, there may be reasons why this does not happen.
- You Can Make Mistakes
Maybe you can’t stand errors. You promote creativity and then bite people’s heads off metaphorically if they make a mistake. Nothing more effectively stifles community effort than the boss’s inconsistent actions. Check your conduct on previous ventures where failures have occurred and determine whether you have held your cool or blew your hat.
You are defeating yourself and your staff if you are micromanaging your team. For even the simplest of activities, you’ve taught everyone to wait for your instructions. Many managers of micromanaging are unaware of their style and its negative effects. To see if you fit the micromanager mould, ask someone for some input on your management style.
3. Lack of Team Development
If you have not deliberately fostered a community that promotes spontaneous team growth and teamwork for problem-solving, you cannot anticipate team efforts. I also see managers in these environments that emphasize and value people’s positions and see group cooperation as less important. As a result, workers are both unfamiliar and frustrated with working together to solve larger problems.
So what could we do?
- Teach Framing Problems
Teach the team how questions should be framed. Framing is an effective technique for viewing from different viewpoints at a scenario. Teach the teams from different backgrounds to frame problems, positive, negative or neutral, and then inspire them to create creative solutions for each frame.
2. Create Small Team Problem-Solving Victories
Jump-start community issue-solving by building small wins. Choose smaller projects that deserve community attention and final consensus for teams unfamiliar with working together. Resist the temptation to propose the solution and instead act as a group consideration facilitator for the problem. If the community gains experience in collaborating, some of the stickier and bigger problems in the workplace are served. Success breeds achievement.
3. Get Out of the Way
Give the team control for their proposals to be implemented. Nothing provides transparency such as owning both the solution and the solution’s execution. Your willingness to let a community bring an issue from recognition to resolution increases your faith and confidence in their job. People and teams respond positively to the boss’s confidence.
4. Watch How to Respond
Never respond with rage to errors. Although a group error is frustrating and even anger-inducing on a major topic, this is dangerous behavior and needs to be prevented. The correct reaction is to encourage the team to step back from the situation and assess what succeeded and what did not work. Challenge them to identify how in the future they can change and then move on. For the team setting, lingering on failure is toxic.
5. Aim High
Set expectations high. Although the steps above indicate a reduced or eliminated role for you as the manager, you get the final say on your team’s recommendations. It is fair for you to push back and challenge them to dig deeper if the team has neglected to think about a complicated problem or to consider all options as part of their solution creation. By the use of proper questioning, a tool for educating teams to think critically about a subject is. Ask questions that lead the community to recognize that it is more nuanced or needs a different perspective than the one provided, instead of criticizing a concept.
The nature of group work is problem-solving, and the recipe for increasing the effectiveness of a team to do this is similar to the music or exercise excellence formula: adequate guidance and ample input with quality practice. It’s a mechanism, so don’t expect a transition overnight; but it’s time to help the team develop their problem-solving abilities in time.
Check out my related post: How to be a better leader as an introvert?