One of the challenges leaders face as they step up is the change in how they contribute to the team.
There’s comfort in being part of the crew, and in the familiar old role. But the captain’s job is different.
For me, staying in the comfort zone of the team created two problems:
- I wasn’t doing my job,
- I was stopping the team from being effective.
Helping the team be effective was my job, and I was failing.
It was gently pointed out to me by team members and a mentor. Here are the steps I took, and others can too.
- Trust yourself. Things will be better without you second guessing yourself or your team.
- Trust the team. Let them know they can run without you. Give them that explicit permission and set the expectation that they will run without you. And then stay out.
- Clarify roles. Start with the leader’s role, and make sure delineation with the team is clear.
- Set clear direction. Make sure everyone is clear on where you’re all headed.
- Confirm scope. Define what’s in and out of scope.
- Give support. Let the team know you’re there for advice. But be clear on what you expect to be consulted on, and what you expect to be managed by the team.
- Define target outcomes. Make sure everyone knows what success looks like.
- Set check-ins. Keep your finger on the pulse without being in the weeds.
- Speak less. Listen more. Encourage the team think aloud and let them finish the thinking.
- Resist micromanagement. This disempowers the team and undoes all the good stuff.
Leaders need to step out of the weeds and let the team get on with it.
