“I’m stuck,” Remi flatly stated. “When I was first promoted to manager, things were okay. I could sit in my office, get my work done, the team knew what to do already. You know, do the same thing as yesterday.”
“Sounds like a cush job,” I replied.
“But, then, people started stopping by with a question here and a question there. Still not too bad, but then the floodgates opened. Sometimes, there is a line outside my door with people needing an answer, more direction, solving a problem. It’s a constant stream of distraction.”
“Why do you think your team has come to depend on you for answers to their biggest unsolvable problems?” I asked.
Remi shrugged her shoulders. “You got me?” she said.
“No, your team has you,” I smiled. “In a few short weeks, you have trained your team to bring all their unsolvable and solvable problems to you. And you were happy to help. We are always happy to help. But, what did you train them to do?”
“I get it,” Remi shook her head. “But, I’m the leader. I’m supposed to support my team. But, they seem to need support for everything.”
“Yes, you are the leader. But, the best form of leadership is self-leadership, and you have, by your good intentions, stripped that away from them. In a way, you have disabled your team from thinking for themselves.”
“So, what am I supposed to do? Not help?”
“The most effective managers are not those who tell people what to do. The most effective managers are those who ask the most effective questions.”