“I think, when I tell people what to do, acting like a big shot, that does not create trust,” Nathan started. “In fact, I don’t even have to be acting like a big shot to be perceived as a big shot.”
“Why do you think that?” I asked.
“It seems that no matter how tactful I am, or how I sugarcoat it, when I am telling people what to do, I sound like a critical parent.”
“That is quite a discovery,” I remarked. “So, how do you tell people what to do, without sounding like a critical parent?”
“I don’t think I can. I can’t tell them, they have to tell me.”
I knew Nathan was on the right path, just curious if he was putting it all together. “What do you mean?”
Nathan thought for a bit. “Instead of telling my team member what to do, I should ask them how they intend to accomplish the task at hand. Instead of me telling, I want them telling.”
Nathan was waiting for my response, but he didn’t get the advice he was looking for. “So, let’s go try it out.” -TF
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Tom,
This one is very powerful if you step back and look at the possibilites. By letting your people tell you how they plan to solve an issue, not only increases your equity as a manager but it empowers, fosters problem solving, and removes dependency. As a leader of people, you must realize that…. you manage issues, process, and activities..you lead people.
Fred, If I may add something to this. The initiative to this proces, is to ask questions, not to tell but to listen. Start to lead by asking THE questions. Whether you lead or coach it all seems to start with a question. In the beginning, often a question to yourselves in the first place …
Good night everybody. Keep up the good work.