Give it Away!

One of the principles that I have learned as I have gained experience and wisdom is that the answer is often hidden or the opposite of logic. This realization has led me to second guess my observations and solutions and this has been very enlightening as I examine the issue from several angles and often get conflicting solutions.

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Africa 2009- Sunset on the Zambezi River

As I have coached and built-up leaders through the years, I have used this second guessing as a test on how I look at leadership and management styles and their effectiveness. For the most part I have concluded that, barring abusive behavior, as long as they are effective then their style is usually acceptable. People are somewhere between very tough to impossible to change. You work with what you got.

The outlier to this theory is how we give power to our leaders. I believe there are some pretty rigid rules in how you build a powerful leader. Much of this is common sense, yet few really follow the rules here.

The source of the power that exists in the leaders of your team comes from you! If you see a person as a weak leader, its is often a result of not being given the power and authority to do their job. You have to give it away. This narrative of weak leadership may actually be the voice in your head giving you the authority to meddle in their affairs and undermine their authority.

There are many damaging actions that thwart authority and lead to a weakened leader. Here a a few of the biggies:

Chain of Command: When you do not respect the chain of command you are undermining the authority of your leaders. If you continually direct people downstream of others you are sending a message that their leaders instructions are not important. Although you are the “big boss” and you can do whatever you want, this disregard for the authority of those you have placed in charge is damaging. Very damaging. Don’t do it.

Micromanagement: Getting in the weeds on issues and overanalyzing is damaging to authority. Accept that mistakes will happen. This is the only path to growth. Stay out of the weeds.

New Ideas: Don’t shoot down new ideas because they are not yours or they involve risk. Be receptive to new ways of doing things. This is empowering your leaders to think. To be relevant. To make a difference.

Hiding your Leaders: Celebrate and promote your leaders in the business world. Some folks will be fearful that by promoting there leaders they may loose them to another company. I say that hiding them will lead to the same result. Promote your leaders. It will strengthen your organization.

Limiting Decisions: By limiting the authority of making decisions you are also limiting their power. Give them the authority but make sure they know they own it. They will have to clean up the mess if it goes bad. This is also a path to growth.

Too many times we deduce that weak leadership is the result of a character flaw or the limited abilities of the leader we manage. The truth is that their power comes from you!

You can either build them up or tear them down. It’s your choice. If you want a strong organization you need to give your power away. Let it flow downward. Will there be problems if you let go? Yes- always. However, you will have a group of strong leaders below you and this will be a huge advantage in cleaning up the mess.

Wind them up and let them go. You’ll be happy with the results!

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The Dangers of Meddling

“I can do whatever I want- I’m the boss!”

Have you heard this before?  This is a true statement for the most part.  If you are the boss you can do whatever you want.  But is it healthy?  Is it the right thing to do?  Will it do more harm than good?

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Meddle: 1. to become involved in the activities and concerns of other people when your involvement is not wanted.  

               2.  to change or handle something in a way that is unwanted or harmful

When you think of meddling you probably think of a mother-in-law giving advice on child rearing or your father lecturing you about your personal finances.  Meddling is not a typical way to describe a management and leadership problem, but I believe that meddling is much more common in business than you might think.  And- I believe that it can be very damaging.

When I typically visit one of our construction sites I will call ahead and talk to the Project Superintendent and give him a heads up that I am on my way to the site.  This is a call out of courtesy and respect.  I am not really obligated to call them- I out rank them.  Others like to show up unannounced to do a “stealth” visit.  I really fail to see a good reason to come unannounced.

The reason I call is that I believe that I am going out on their project site.  Yes- I outrank them, but we have put them in charge of the site.  It’s their domain.  Their responsibility.  Even though I am a company executive, out of respect and to align with responsibilities, I feel that I need to notify them and ask to be out on “their site”.

I believe this theory holds true with most areas of management.  If you put someone in charge of a particular area, then you need to respect their authority and stay out of the day-to-day operation.  You hired this person for a reason and you have given them specific duties.  There is a chain of command for a reason.  If you fail to respect the responsibilities and you drift in and out of issues as the wind blows it can be very damaging.  Here are a few of the problems that can develop:

  1. Undermining Authority: By getting involved in the day-to-day activities, you are blurring the lines of authority.  This adds a layer of confusion to who is really in charge.  The employee will be able to take the path of least resistance.  If you are trying to discipline an employee or work out a particular strategy, your efforts can be completely destroyed by a meddler.
  2. Mixed Messages: By getting involved, you will invariably be sending a different message to the employee.  It is extremely unlikely that your message will be identical to the manager who is their direct report.  If you follow the chain of command, the employee will hear only one voice and this will eliminate confusion.
  3. If Dad Says No- Go Ask Mom: We all know this tactic used by children to get what they want.  This also occurs in management.  If you meddle, you are setting yourself or your manager up to be manipulated.  By getting involved, you have added an additional person to the equation and you may be used to wiggle out of a responsibility.
  4. Nice Guy: If you are the big boss and you want everyone to like you, it will be very difficult for your manager to keep the employee focused on areas of improvement.
  5. Turns Down The Volume: If you are meddling and constantly giving direction instead of following the chain of command then the voice of the manager becomes secondary.  Due to your position, the meddler’s message will always drown out the voice of the manager.  Their voice becomes secondary.
  6. Mr/Ms Everything: You have now set yourself up to be involved in everything.  You will now field questions and problems that you really don’t want to deal with.  You can’t get away.  You can’t take a vacation without anxiety.  You loose your trust in your managers.

These are just a few examples of the damage that can occur when you neglect to follow the lines of authority.

You believe that you are better.

You just can’t stay out of things.

You can’t trust anyone to get it right.

You have to get involved in everything.

You want everyone to rely on you.

You have no real confidence in your managers.

Your opinion is the only one that really counts.

You may be telling yourself that you are just “helping out”.  Well, if that’s the case, then ask them if they really want your help.  Remember, if you truly want to help and be productive, then you need to take complete control of the issue and follow it through to the end.  You can’t have one foot in and one foot out.  You can’t bail out when it’s not fun anymore.

Be very careful.  Being a meddler is addictive. When you are involved in everything and you drift in and out of things responsibility suffers.  Who really has the ball?  Should you really carry everything?  Push everything back through the chain of command.  It’s there for a reason.

Empower your managers.  Support them.  And, most importantly, stay out of their business!

So what do you think?  Have you witnessed this behavior before?  Do you believe that you are entitled to do whatever you want when you are the boss?  Click on “Leave A Comment” and tell me what you think!