2. Stop Solving (or Even Speaking Into) Every Problem.
Most leaders condition their direct reports to bring problems to them. There are several reasons this practice is common. Most people would rather ask for permission than forgiveness, so if a leader willingly solves all the problems, the staff will allow them to.
Worse, your staff will expect you to solve all the problems and grow more fearful of trying themselves. It’s healthy to allow your team members to solve problems independently. When a staff member brings you a problem, try only to ask, “What would you suggest we do?” Then get out of their way so they can do it. Or try to do it.
3. Share More Information.
Information is power. Insecure leaders tend to hoard information to protect their power. But that’s not you. Perhaps you keep information from your team so as not to overwhelm them. Or not create sideways energy for them. But this isn’t helping them.
Information is power, and information is powerful. Information induces responsibility. This is why, when you receive information, you feel pressured to do something. This is also how your team will feel if you are willing to share information.
What kind of information should you share? Well, how about all of it? You can’t share private or donor information, but most data and information associated with issues or problems aren’t personal. Don’t hoard it; share it.
4. Stick to Your Strengths.
You are uniquely gifted to own responsibility for some issues or needs in your organization. Still, we are not talented enough to solve every organizational problem alone. The better you know your strengths, the better you’ll step in where you’re most needed, and the better you’ll allow others to take responsibility where you’re not as necessary.
Conclusion
One of your primary leadership responsibilities is the leadership development of others. When we consider leadership development, we think about programs and systems. We rarely think of how our overly responsible behavior might foster irresponsibility in others.
This article originally appeared here and is used by permission.
