December 11, 2017

Much easier to shut down initiative than get it going

Group of colleagues

I think we underestimate this asymmetry.

The taking of initiative by team members can be a fragile thing. It’s much, much easier to shut it down than get it going in the first place. The truth is we really don’t need to worry that we can stop something if we need to do. That’s all too easy. The difficult part is switching people on in the first place. We need to nurture that.

It’s so easy to fall in to the trap of thinking we should be in control of what happens at all times. That may seem to be what’s expected of us, or so we think anyway. But that sucks the energy out of any initiative. The effort becomes just our energy then—ours alone. That’s a lot less than the energy of the group.

Instead, we need the art of the light touch and the continuance of trust.

Unless, that is, we believe a heroic, solo effort from ourselves is the right way—that we’ll somehow be stronger than a whole organisation full of people.

Most of the time, we won’t be.

It’s not so comfortable to allow something to happen and not be in full control, but for others to take and sustain initiative that’s the path we need to follow.

We want you to step up (except when we don’t)

GatheringLeaders in businesses and organisations often say they want their people to step up and take more initiative.

Unfortunately…

Some, in the next breath, will say they want certain things done a certain way, and they’ll end up directing the action they want. Other times, they’ll push back when the to-be-empowered folk come forward with some new and different idea that doesn’t quite fit with their view of things.

In other words, they want their people to step up—except, that is, when they don’t.

Quite a difficult thing to get right: stepping up some of the time, and only then in someone else’s preferred manner.

Could you be in this predicament?

The right review arrangements might be what you’re missing.