“I just do what comes naturally,” Morgan started. “I manage my team the way it feels right. Sometimes it works, sometimes not.”
“Sometimes not?” I asked.
“Sometimes, what feels natural, puts me right back in the same problem as before. What feels like progress is just staying stuck.”
“In the past, I made managerial moves that didn’t work out. Like delegating a project, then dissatisfied with the result, taking the project back. Next project, same thing, over and over.”
“Over and over?”
“Like a grooved, routine behavior. I got used to taking projects back. Almost like a habit, even if it didn’t work. Taking a project back was comfortable. The project got done (by me) and the quality was up to standard. Problem solved,” Morgan explained.
“Then, what’s the problem?”
“Just because we do something over and over, doesn’t make it the best move. I have to do something different to interrupt the pattern, when the pattern doesn’t get what I want.”
“What do you want?”
“I want my team to solve the problem, and I want the output up to standard,” Morgan replied.
“So, how are you going to interrupt the pattern?”