As a leader in your business, your job is to help each team person take personal responsibility for their behavior, actions and achievements. Your responsibility is to guide them and assist them in working on their professional goals and helping them eliminate obstacles to achieving those goals. You are there to strengthen them. You're not there to do it for them.
The essence of my approach is intensity. To strengthen is giving people power and power, or less of their power and power.
To activate is usually defined as "providing some resource, authority or opportunity to do something, to do something possible or feasible." At first glance, it seems like a coach manager, is not it?
The word activates is sometimes used in an inverted sense: to enable an individual to do something that is not entirely in their favor. You may have heard the word used in this way in connection with alcohol abuse. Wives are encouraged to "make" their alcoholic loved ones, for example by calling sickness for them or otherwise enforcing them to continue drinking too much. In this context, becoming "enabler" is not something you want to do.
Some leaders allow people to be dependent or harmless. For example, if one of your project members is maliciously treated and you do it yourself again, you will be able to continue unskilled. Instead of allowing them to grow, study or develop, you have done their work for them, which really prevented their success. Just think about what it costs you in dollars and cents.
I recently worked with a manager who told me he was only getting 60% production from his assistant. For example, if the assistant is $ 50,000 a year, you can see that you get only sixty cents per dollar you pay. Is it acceptable to you?
You may want to look at where the gap is and how much of the range is targeted to make it possible. It costs you.
Here is an example to enable. The manager of a family company (called Jeff) participated in me, and in the first training episode he complained: "I'm working for too many hours."
Of course I said, "Tell me more about it."
"Well every day at 5:00 or 5:30 in the evening," he said, "all my employees are walking in my office, go home and I'm stuck here at 8:30 or 9:00 at night. This is very old. "
When we discussed this and asked an open question to unforgettable what was taking up so much time, Jeff said:" Every morning when I get to work there line outside of my door. "
" What do you mean? " I asked.
"My executives are lined up and waiting to come in to talk to me," he said.
"Why?" I asked.
"They need to know what to do."
"What happens then?"
"I tell them what to do!"
"Okay, what's up?"
"The next day we are back back where we started. Another line outside my door."
As you have already collected, Jeff allowed him to be dependent on him for all the answers. No wonder they kept walking on the door.
– They did not have to think about themselves.
– They did not have to worry about being wrong or taking risks.
– They did not have to worry about abusing their boss.
– They did not have to be responsible for their actions.
– They just asked him what to do, and he told them. Easy!
But they were stuck and Jeff was exhausted.
Does this list you?
Do you know this ?
If so, continue with the next articles when I will give you 5 principles to replace from being able to strengthen.